This presentation covers:
- different approaches to training
- benefits of training
- understanding adult learning theory
- motivating adult learning
- learning deployment strategies
The document provides the results of Ahmed Okasha's personality assessment test, which evaluated his strengths across 6 personality traits and preferred work environment factors. His top 3 personality strengths were Analysis, Decision, and Creation. His top preferred work environment factors were Attention to detail, Fact-orientated, and Willingness to take risks. The assessment also outlined his motivations, work-life balance preferences, and top personal skills.
This document discusses various ways to develop leadership skills. It suggests that leadership skills are developed through frequent practice in a safe environment with clear objectives and feedback. Constructive feedback from others can benefit both the individual and the group. Developing confidence and strong communication abilities also helps build leadership skills. Videos and articles further explore how to develop teachers' leadership capacities by providing leadership roles and development programs to constitute leadership teams. The key is to actively take steps to foster teacher leadership while cultivating a collaborative school culture.
The document contrasts a traditional paradigm for managing people with a talent-based paradigm. The traditional paradigm treats all people equally, believes anyone can excel with training, focuses on remediating weaknesses, and promotes based on current job performance. The talent-based paradigm believes excellence requires innate talent, selects for talent diversity, develops strengths, promotes based on talent for new roles, and relies more on performance than evaluations or seniority. It also discusses defining talent versus advantages and outlines a process for identifying talent and fit through interviews and assessments.
Learning for leadership - attracting and developing our future leaderswalescva
The document summarizes the work of a third sector skills workstream in Wales. Some key points:
- The workstream asked questions to understand skills needs, what the sector currently delivers, and how to influence other learning programs.
- Top identified sector skills shortages in 2008 included communication, leadership, project management, team working, and legal knowledge.
- The workstream identified 8 key themes for developing leaders, including strengthening governance and attracting/developing leaders.
- Results included mapping current offerings against identified skills gaps and creating a training provider section on the third sector's website.
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
The document summarizes John Adair's theories of leadership and team building. It discusses Adair's background and qualifications. It also outlines his view that leadership involves three components - the task, the team, and the individual. Adair's model of team building emphasizes building the team around the task, objectives, and individual needs. The document lists attributes that successful executives identified as important for leadership and provides an overview of Adair's eight functions of leadership.
The document summarizes career-related resources and opportunities available through the UT Dallas Career Center. It discusses how demonstrating leadership skills through initiative, integrity, setting a good example, and respecting others can help students in their job searches. It also highlights student success services, community service and on-campus job opportunities, the new Delta Epsilon Iota honor society chapter, and the Career Center's externship program called "Explore the WOW!"
The document provides the results of Ahmed Okasha's personality assessment test, which evaluated his strengths across 6 personality traits and preferred work environment factors. His top 3 personality strengths were Analysis, Decision, and Creation. His top preferred work environment factors were Attention to detail, Fact-orientated, and Willingness to take risks. The assessment also outlined his motivations, work-life balance preferences, and top personal skills.
This document discusses various ways to develop leadership skills. It suggests that leadership skills are developed through frequent practice in a safe environment with clear objectives and feedback. Constructive feedback from others can benefit both the individual and the group. Developing confidence and strong communication abilities also helps build leadership skills. Videos and articles further explore how to develop teachers' leadership capacities by providing leadership roles and development programs to constitute leadership teams. The key is to actively take steps to foster teacher leadership while cultivating a collaborative school culture.
The document contrasts a traditional paradigm for managing people with a talent-based paradigm. The traditional paradigm treats all people equally, believes anyone can excel with training, focuses on remediating weaknesses, and promotes based on current job performance. The talent-based paradigm believes excellence requires innate talent, selects for talent diversity, develops strengths, promotes based on talent for new roles, and relies more on performance than evaluations or seniority. It also discusses defining talent versus advantages and outlines a process for identifying talent and fit through interviews and assessments.
Learning for leadership - attracting and developing our future leaderswalescva
The document summarizes the work of a third sector skills workstream in Wales. Some key points:
- The workstream asked questions to understand skills needs, what the sector currently delivers, and how to influence other learning programs.
- Top identified sector skills shortages in 2008 included communication, leadership, project management, team working, and legal knowledge.
- The workstream identified 8 key themes for developing leaders, including strengthening governance and attracting/developing leaders.
- Results included mapping current offerings against identified skills gaps and creating a training provider section on the third sector's website.
This 4-day leadership development workshop focuses on fundamental leadership skills for front-line and mid-level leaders. The program addresses critical concepts like motivating teams, effective communication, and managing performance. It is divided into four focus areas: work unit performance, interpersonal skills, leading and managing others, and building high-performance teams. The workshop uses lectures, activities, group discussions and applications to help leaders strengthen their abilities in areas such as setting goals, addressing problems, and adapting their leadership style to different situations and employees.
The document summarizes John Adair's theories of leadership and team building. It discusses Adair's background and qualifications. It also outlines his view that leadership involves three components - the task, the team, and the individual. Adair's model of team building emphasizes building the team around the task, objectives, and individual needs. The document lists attributes that successful executives identified as important for leadership and provides an overview of Adair's eight functions of leadership.
The document summarizes career-related resources and opportunities available through the UT Dallas Career Center. It discusses how demonstrating leadership skills through initiative, integrity, setting a good example, and respecting others can help students in their job searches. It also highlights student success services, community service and on-campus job opportunities, the new Delta Epsilon Iota honor society chapter, and the Career Center's externship program called "Explore the WOW!"
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
What if Every Encounter Were a Learning Encounter?DPCAEA
The document summarizes discussions from a series of meetings about mentoring, advising, and informal learning. Over multiple gatherings, participants discussed what those concepts look like in their settings, conditions that foster informal learning, the role of discomfort in mentoring experiences, lessons from scholarly articles, and how preconceptions about roles can impede or enhance learning. The discussions aimed to enhance intentional mentoring, advising, and informal learning through an ongoing conversation.
This document discusses various ways to develop leadership skills. It recommends practicing leadership frequently in a safe environment with clear objectives and feedback. Developing confidence through demonstrated capability and strong communication to build trust with others are key leadership skills. It also suggests teachers can develop leadership skills by taking on both traditional and emerging roles through hands-on experience and working as part of collaborative teams with shared visions and leadership development programs.
This document discusses various ways to develop leadership skills. It emphasizes that leadership skills are developed through frequent practice in a safe environment with clear objectives and constructive feedback. Some specific suggestions made include practicing leadership skills at Toastmasters, developing confidence and communication abilities, taking on both traditional and emerging leadership roles, and having a purposeful approach with support structures in place. The document also references additional resources on developing teacher leadership.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
This document provides information about teams and teamwork. It discusses what a team is, types of teams, stages of team development, and characteristics of effective teamwork. The document contains sections on forming, storming, norming, performing, and mourning as the five stages of team development. It also addresses consensus building, different personalities on teams, and team building exercises.
This document outlines 15 organizational principles for building an effective organization:
1. Have clear overarching principles and goals that are well understood. Stress integrity and commitment.
2. Use goals throughout the organization and make them meaningful to achieve. Reward success.
3. Measure productivity at multiple levels using analytical tools, compare to goals and history, and focus on continuous improvement.
The document discusses the shift from formal to informal workplace learning as employees gain experience. It notes that novices typically engage in formal, instructor-led learning pushed on them, while experienced practitioners do 70-80% of their learning informally by pulling knowledge from others through mentoring, collaboration and networking. The document also outlines that while informal learning makes up the majority of workplace learning, most spending goes to formal training methods.
Lean Kanban India 2019 Conference | Practical Ideas for a Successful Kanban A...LeanKanbanIndia
Session Title: Practical Ideas for a Successful Kanban Adoption @ Scale
Abstract: The talk will share the story of a failed Kanban adoption and what could have been done to prevent the failure. Practical tips on helping large-scale Kanban adoptions succeed will be shared. The learning largely points to various complementary change management focus areas that can be undertaken to support and promote Kanban in large enterprises. Examples of what these change management initiatives may look like will also be shared.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
Leadership requires determination, courage, and the ability to get results while building relationships. True leaders establish a direction, align people, motivate and inspire, and produce change. The document discusses the differences between leaders and non-leaders, noting that leaders are purpose-oriented while non-leaders are career-oriented. It also outlines six key skills that make effective leaders: having a sense of purpose and passion, strong character and competence, wisdom, and the ability to multiply their impact through others.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Presentation slides from Toronto Agile Community conference, October 20, 2015, presented with Shawn Button. Topic is building an internal coaching capacity.
Six Sigma was invented by Motorola in 1986 as a metric for measuring defects and improving quality. It has since evolved into a robust methodology focusing on customer requirements, process alignment, analytical rigor, and timely execution. Key aspects of Six Sigma include defining critical quality attributes, measuring performance standards, identifying sources of process variation, developing solutions to address them, implementing solutions, and establishing process controls. The document provides an overview of these aspects and outlines a case study applying Six Sigma to improve a call center's customer satisfaction and reduce support costs.
Life cycle costing (LCC) is a technique to establish the total cost of ownership of a product or service over its anticipated lifespan. LCC considers all costs, including initial, recurring, maintenance, and end-of-life costs. For IP CCTV systems, LCC analysis can evaluate competing proposals based on through-life costs and provide more accurate forecasting of future expenditures. Key factors in the LCC of an IP CCTV system include the expected lifecycles of equipment, network capacity and redundancy, maintenance and support requirements, and future expansion needs.
Life cycle cost (LCC) analysis is a process that evaluates the total economic value of a project by analyzing initial costs and discounted future costs over the life of the project. LCC analysis considers factors such as time value of money, inflation, opportunity cost, and discount rates to determine costs. The analysis involves establishing design alternatives, estimating costs, and determining life-cycle costs through either deterministic or probabilistic methods. Sensitivity and risk analyses are then performed to understand variables that influence costs and estimate uncertainty.
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
What if Every Encounter Were a Learning Encounter?DPCAEA
The document summarizes discussions from a series of meetings about mentoring, advising, and informal learning. Over multiple gatherings, participants discussed what those concepts look like in their settings, conditions that foster informal learning, the role of discomfort in mentoring experiences, lessons from scholarly articles, and how preconceptions about roles can impede or enhance learning. The discussions aimed to enhance intentional mentoring, advising, and informal learning through an ongoing conversation.
This document discusses various ways to develop leadership skills. It recommends practicing leadership frequently in a safe environment with clear objectives and feedback. Developing confidence through demonstrated capability and strong communication to build trust with others are key leadership skills. It also suggests teachers can develop leadership skills by taking on both traditional and emerging roles through hands-on experience and working as part of collaborative teams with shared visions and leadership development programs.
This document discusses various ways to develop leadership skills. It emphasizes that leadership skills are developed through frequent practice in a safe environment with clear objectives and constructive feedback. Some specific suggestions made include practicing leadership skills at Toastmasters, developing confidence and communication abilities, taking on both traditional and emerging leadership roles, and having a purposeful approach with support structures in place. The document also references additional resources on developing teacher leadership.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
This document provides information about teams and teamwork. It discusses what a team is, types of teams, stages of team development, and characteristics of effective teamwork. The document contains sections on forming, storming, norming, performing, and mourning as the five stages of team development. It also addresses consensus building, different personalities on teams, and team building exercises.
This document outlines 15 organizational principles for building an effective organization:
1. Have clear overarching principles and goals that are well understood. Stress integrity and commitment.
2. Use goals throughout the organization and make them meaningful to achieve. Reward success.
3. Measure productivity at multiple levels using analytical tools, compare to goals and history, and focus on continuous improvement.
The document discusses the shift from formal to informal workplace learning as employees gain experience. It notes that novices typically engage in formal, instructor-led learning pushed on them, while experienced practitioners do 70-80% of their learning informally by pulling knowledge from others through mentoring, collaboration and networking. The document also outlines that while informal learning makes up the majority of workplace learning, most spending goes to formal training methods.
Lean Kanban India 2019 Conference | Practical Ideas for a Successful Kanban A...LeanKanbanIndia
Session Title: Practical Ideas for a Successful Kanban Adoption @ Scale
Abstract: The talk will share the story of a failed Kanban adoption and what could have been done to prevent the failure. Practical tips on helping large-scale Kanban adoptions succeed will be shared. The learning largely points to various complementary change management focus areas that can be undertaken to support and promote Kanban in large enterprises. Examples of what these change management initiatives may look like will also be shared.
What is a mid-level manager? This presentation will assist admissions professionals in making the transition into the next part of their career as a mid-level manager. It will focus on skills to develop while leading from the middle, tools to create stronger partnerships with the team you supervise, and how to cross-campus collaborate successfully. Additionally, we will discuss how to role model as a supervisor while still learning all the hats you are expected to wear.
Leadership requires determination, courage, and the ability to get results while building relationships. True leaders establish a direction, align people, motivate and inspire, and produce change. The document discusses the differences between leaders and non-leaders, noting that leaders are purpose-oriented while non-leaders are career-oriented. It also outlines six key skills that make effective leaders: having a sense of purpose and passion, strong character and competence, wisdom, and the ability to multiply their impact through others.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Presentation slides from Toronto Agile Community conference, October 20, 2015, presented with Shawn Button. Topic is building an internal coaching capacity.
Six Sigma was invented by Motorola in 1986 as a metric for measuring defects and improving quality. It has since evolved into a robust methodology focusing on customer requirements, process alignment, analytical rigor, and timely execution. Key aspects of Six Sigma include defining critical quality attributes, measuring performance standards, identifying sources of process variation, developing solutions to address them, implementing solutions, and establishing process controls. The document provides an overview of these aspects and outlines a case study applying Six Sigma to improve a call center's customer satisfaction and reduce support costs.
Life cycle costing (LCC) is a technique to establish the total cost of ownership of a product or service over its anticipated lifespan. LCC considers all costs, including initial, recurring, maintenance, and end-of-life costs. For IP CCTV systems, LCC analysis can evaluate competing proposals based on through-life costs and provide more accurate forecasting of future expenditures. Key factors in the LCC of an IP CCTV system include the expected lifecycles of equipment, network capacity and redundancy, maintenance and support requirements, and future expansion needs.
Life cycle cost (LCC) analysis is a process that evaluates the total economic value of a project by analyzing initial costs and discounted future costs over the life of the project. LCC analysis considers factors such as time value of money, inflation, opportunity cost, and discount rates to determine costs. The analysis involves establishing design alternatives, estimating costs, and determining life-cycle costs through either deterministic or probabilistic methods. Sensitivity and risk analyses are then performed to understand variables that influence costs and estimate uncertainty.
This document discusses life cycle costing (LCC), which is an accounting method used to estimate total costs of owning an asset over its entire life. It explains that LCC can be used for affordability studies, source selection, design tradeoffs, and more. The key steps of LCC are defined as determining the time period for costs, estimating costs, calculating net present values, summing costs annually, and analyzing results. An example LCC analysis is provided comparing costs of owning four different cars over four years to demonstrate how LCC can identify the most economical option.
Module: EThICS 039.BC02E.07_LCPP_Conc & Princ_LCC & Effectiv
Topic: LIFE CYCLE OF PROJECTS AND PRODUCTS
Subject: Concepts and Principles of Life Cycle Cost (LCC) and Effectiveness
Scope:
PURPOSES OF THE MODULE
INTRODUCTION
Acronyms
Motivations for LCC and Effectiveness
Standards for LCC
BASIC CONCEPTS OF LCC
Elements of Life Cycle:
Life Cycle
Fig. 1: Model of Life Cycle of Projects and Products
Fig. 2: Initial Steps of RDI of Systems and Products
Acronyms of RDI
Elements of Life Cycle Cost:
Cost Driver
Cost Profile
CBS – Cost Breakdown Structure
Recurrent Costs
Non-Recurrent Costs
Fig. 3: Elements of Life Cycle Costs
LCC – Life Cycle Cost
Life Cycle Costing
TLC - Through-Life Cost
WLC - Whole-Life Cost
WLCC - Whole-Life Cycle Costing
TCO – Total Cost of Ownership
TCA – Total Cost of Acquisition
COO – Total Cost Of Operations
LAC - Life Acquisition Cost
LOC - Life Ownership Cost
LLC - Life Loss Cost
LCCA – Life Cycle Cost Analysis
CONCEPTS OF EFFECTIVENESS
Elements of Effectiveness
Effectiveness Analysis
System Effectiveness
Fig. 4: FOM - Factors Of Merit
MOE - Measure Of Effectiveness
Operational Effectiveness
Elements of Operational Effectiveness
Operational Suitability
MOS - Measure Of Suitability
Operational Availability
Operational Utility
Cost Effectiveness
CONCEPTS OF PERFORMANCE
Elements of Performance
Performance
System Performance
Level of Performance
Categories of Performance
Objective Performance
Subjective Performance
System Attributes
Attributes of Operational Performance
Physical Attributes
Functional Attributes
MOP - Measures Of Performance
MODELS OF LCC
Fig. 5: Summary Vision of Total Costs of the Life Cycle
Model of the Composition of the LCC
Fig. 6: The (In)Visibility of the Total Costs
Fig. 7: The Proportions of the Elements of the LCC
Considerations about R&D Methods, Costs and Assurance
Fig. 8: Elementary Cycle of Project Validation and Assurance
Fig. 9: The Impact on Costs Due to Method Change
Fig. 10: The Impact of Changes of |Method on Costs
Fig. 11: The Balance of Factors of Cost-Effectiveness
Fig. 12: The Factors of Effectiveness and the Costs of the Systems
APPENDICES
References
EThICS Engineering - Services and Areas of Action
This document discusses life cycle costing and product life cycles. It begins by explaining that life cycle costing involves tracking costs over a product's entire lifespan from development through maturity and decline. It then outlines the typical phases of a product life cycle: development, introduction, growth, maturity, and decline. Several key aspects of life cycle costing are explained, including that costs are accumulated over the entire lifespan rather than just production costs. The document provides an illustration of calculating the cost per unit over a solar panel's life cycle to determine the appropriate price. It concludes by discussing how to maximize returns through various strategies like minimizing costs and time to market.
This document discusses life cycle cost analysis and presents a case study comparing the total costs of incandescent and compact fluorescent light bulbs over 10,000 hours of use. It finds that while the initial cost of incandescent bulbs is lower, the operational and maintenance costs over the bulbs' lifetimes are much higher. As a result, the total life cycle cost of incandescent bulbs is about $16,350 compared to around $5,500 for compact fluorescent bulbs, making compact fluorescent bulbs the more economical choice over the long run.
Life cycle costing is defined as the total cost of owning an asset over its entire life, from acquisition through operations and maintenance to disposal. It considers all costs associated with a product or asset over multiple stages - planning and design, manufacturing and sales, and service and abandonment. Calculating life cycle costs helps management understand cost consequences, identify areas for cost reduction, and make better decisions around product development, pricing, and discontinuation.
East Midlands FE Event - Measuring the impact of CPDIRIS_Connect
The document discusses the importance of continuous learning and development for educators through collaboration with colleagues. It notes that traditional professional development approaches like workshops and courses have little impact, and that true improvement comes from learning on the job every day. Two experts are cited saying that success depends on what happens between workshops, and that improvement relies on learning to do the right thing in one's own setting. The key is moving teacher observation from quality assurance to mentoring, coaching and collaboration where teachers observe each other and provide feedback. IRIS Connect is presented as a tool that can facilitate peer-led mentoring and coaching by allowing teachers to access and share videos of excellent teaching to reflect on practice.
This document discusses alternatives to traditional models of professional development (CPD) for teachers. It argues that traditional CPD such as lectures are ineffective as they are decontextualized and disempowering. Only 0-5% of new practices from traditional CPD are enacted in the classroom. Effective CPD is contextualized, personalized, and iterative. It discusses alternatives like lesson observation, modeling, coaching, communities of practice, and developing social capital between teachers. A cloud-based professional development system could enable online collaboration within and between schools to develop high-quality teaching practices.
This quick, five-minute presentation was delivered on 5/23/12 at the Michigan Meetings Expo sponsored by Destination Michigan. Four follow-on idea swaps allowed attendees to dive deeper into the topic, ask questions and brainstorm strategies for not only developing new learning strategies for their own conferences, but also how to maximize both indoor and outdoor spaces at meeting venues.
This interactive session will explore the key competency of relating to others as it needs to be built in the adults in your schools. The key competencies of the NZC are important to develop in students but they must first be developed in those who act as role models - leaders, teachers and other staff in the school. 'Relating to Others' must be developed on purpose... and it starts with you. This workshop will provide practical examples of how the adults in your school can be encouraged to develop strong interpersonal skills and to be aware of the effect they have on others
This document discusses volunteer training and supervision. It provides a 4-step process for training volunteers: 1) identify training needs, 2) design training, 3) deliver training, and 4) assess and refine training. It also discusses establishing clear expectations, guiding and supporting volunteers, and eliciting feedback. The goal is to properly train and supervise volunteers to prevent problems, build trust, set expectations, and evaluate volunteer-organization fit. Effective training and supervision can increase retention, performance, and overall agency effectiveness.
'Career paths and networking' - Jeremy Clarke from Sue Hill Recruitment conducted this workshop at the CDG National Conference in Birmingham on 18 July 2012
The document outlines an agenda for a national conference on developing self and others in challenging economic times. The conference will present tools to help organizations develop staff with little cost, including an induction process, training matrix, development sessions, and personal reflection toolkit. Attendees will participate in a workshop and learn about additional tools like "step ups" where staff temporarily fill higher roles, and shadowing other employees. The goal is to help organizations continue staff training and development even with limited resources.
The document discusses the role and functions of a trainer. It states that a trainer must be able to organize and present information to increase trainees' knowledge, organize activities to reinforce learning, and check that learning has occurred. A trainer acts as a facilitator, subject matter expert, motivator, presenter, and quality controller. Good trainers exhibit qualities like confidence, guidance, problem-solving, clarity of expression, and flexibility. They employ different training styles like active, passive, independent, collaborative, and cooperative learning to accommodate different learning needs.
The document discusses the role and functions of a trainer. It states that a trainer must be able to organize and present information to increase trainees' knowledge, organize activities to reinforce learning, and check that learning has occurred. A trainer acts as a facilitator, subject matter expert, motivator, and presenter. Key qualities for trainers include being a quality controller, chairperson, mediator, and elicitor of information from trainees. The document also discusses different training styles, approaches, and factors to consider for effective training.
This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.
System People Professional Services Presentationpaulinecameron
System People is a company that provides leadership development programs, HR consultancy services, and specialist search and selection services to clients. Their flagship program is the Action Centred Leadership program, originally developed in 1962, which takes a functional approach to leadership focusing on achieving tasks, supporting teams and individuals. The program is participative, practical, and relevant using exercises and theory to develop leadership skills in a safe environment.
The document describes a 2-day classroom training course on leadership skills offered by Eminent Institute. The course aims to equip participants with best practices and trends in effective leadership. It covers topics such as different leadership styles, communication skills, motivation, performance coaching, and performance management. The course content is delivered over 6 modules through lectures and activities.
Eminent offers a range of courses that will enhance your skills, improving efficiency and productivity. Successful people invest in themselves and Eminent has been assisting individuals for the last 25 years in the process by offering an extensive range of courses, at affordable prices. Our courses are delivered by subject matter experts with both training as well as industry experience. They are not only professional, but also considerate and sensitive towards varying individual needs and provide the necessary support to every participant during the learning process.
The document outlines an leadership development program that aims to help participants 1) develop leadership skills and strategies, 2) assess their leadership competence, 3) improve their coaching abilities, and 4) build professional networks. It provides details on program objectives, structure, content including modules on creating organizational leadership, understanding oneself and others, developing potential in others, and influential leadership. The agenda covers reviewing participants' applications of program content and concluding their action plans.
This document provides information about a personal development session. The session aims to give participants an understanding of personal development areas like leadership, time management, talent development, and presentation skills. It discusses what personal development involves, including self-improvement activities. Reasons for personal development include career advancement and fulfilling dreams. While others influence physical and intellectual development, individuals are responsible for their own emotional and spiritual development. The document outlines different approaches to developing talents in youth clubs through training, mentoring, and developing plans tailored to members' needs.
Adopting Education Strategy to Jump-Start Member EngagementEvent Garde LLC
Aaron delivered this presentation as part of The New World of Member Engagement Webinar Series sponsored by Young Association Professionals, Aggregage, Association Universe and Infinite Conferencing on Wednesday, Jan. 16, 2013.
Toronto Training and HR provides training, coaching, and mentoring services. The document discusses the qualities of great coaches, including generosity, optimism, and compassion. It provides frameworks for effective coaching sessions and common mistakes to avoid, such as talking too much. Mentoring roles are described as teacher, advisor, and role model. Benefits of mentoring programs include stronger culture, employee retention, and less stress. The conclusion encourages questions.
This document provides information on leadership and coaching. It discusses why coaching is beneficial, as coaching can be customized, flexible, and provides accountability and continuity. Research shows coaching offers improved learning outcomes, motivation, and teaching strategies for students, as well as increased self-confidence, knowledge, and leadership for teachers and school leaders. Effective coaching focuses on goals, reality, options, will, tactics and habits. Leaders should develop a culture of coaching by focusing on principles, skills development, and internal coaching relationships to improve teaching and learning.
This updated presentation focuses on the future learning walk as one tool to generate deep conversations about learning. Rather than a prescriptive model, the suggested process encourages co-creation to meet the needs of the organisation. It is based on Cheryl Doig's new ebook "Talking the Walk: Walking the Talk - An introduction to learning walks" available from www.thinkbeyond.co.nz
Thank you for the feedback. I will be sure to reflect more on the questions asked and how I can improve my answers for future interviews. The practice and feedback are helpful for developing my interview skills.
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In a rapidly evolving business landscape, the role of organizational culture cannot be overstated. A vibrant culture can be a beacon that guides every facet of an organization, fostering a workplace that is not only productive but also inclusive, innovative, and adaptable. Here, we explore five key elements that can help organizations cultivate a culture that embodies shared values, inclusivity, innovation, adaptability, and strong leadership.
Different Types Of Leadership-by-Ravinder-Tulsiani.pptxRavinder Tulsiani
The document discusses different leadership styles including autocratic, transformational, servant, democratic/participative, laissez-faire, transactional, and charismatic. It notes that autocratic leadership involves leaders making all decisions without input, while transformational leadership inspires teams to reach their full potential. Choosing the right style depends on factors like team dynamics, culture, and the task, and effective leaders can adapt their style to different situations.
Fundamentals Of Elearning Instructional Design-by-Ravinder-Tulsiani.pptxRavinder Tulsiani
This document provides an overview of fundamentals of eLearning instructional design. It discusses learning theories including behaviorism, cognitivism, constructivism, and connectivism. It also outlines several instructional design models like the ADDIE model and backward design. Additionally, it covers needs analysis, writing learning objectives, developing content, assessment, implementation, and trends in eLearning instructional design. The document is intended to introduce the key concepts in eLearning course design.
20 leadership quotes - Compiled by Ravinder TulsianiRavinder Tulsiani
This document contains 20 leadership quotes compiled by Ravinder Tulsiani to provide inspiration and guidance for developing leadership skills. The quotes cover a range of leadership topics from vision and goals to teamwork and empowering others. Overall, the collection aims to offer wisdom and insights for those seeking to strengthen their abilities as a leader.
A proposal to standardize the on-the-job training portion (aka practicum) of the on-boarding process. While theory part is consistent, the practical part varies based on the trainer onsite. The proposal was to accredit them and standardize the process.
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
This 30-60-90 day action plan focuses on understanding, assessing, and optimizing people, processes, and products (3Ps). In the first 30 days, the focus is on learning about stakeholders, team members, processes, and products. The next 30 days involves assessing performance, processes, and identifying improvement opportunities. The final 30 days aims to optimize processes and implement identified improvements. Key activities include meeting with stakeholders, evaluating team performance, identifying outdated procedures, and developing strategies to continuously improve.
Business etiquette is made up of significantly more important things than knowing which fork to use at lunch with a client. Etiquette is about presenting yourself with the kind of polish that shows you can be taken seriously. Etiquette is also about being comfortable around people (and making them comfortable around you!)
Conflict Resolution At The Workplace By Ravinder TulsianiRavinder Tulsiani
1) Conflict in the workplace can arise from disagreements that threaten employees' needs, interests or concerns.
2) There are various styles for resolving conflicts, such as competing, accommodating, avoiding, compromising, and collaborating, each with different consequences for communication and relationships.
3) An interest-based relational approach to conflict resolution focuses on maintaining good relationships, separating people from problems, exploring interests, listening, establishing facts, and exploring options together.
The document provides tips on dealing with difficult people at work. It outlines 5 core rules: 1) don't take difficult people personally, 2) don't try to change them, focus on changing your own reaction, 3) the system should work to remove difficult people, 4) don't let them suck you in or change you, and 5) don't just appease them. It then provides strategies like examining yourself, confronting them privately, being direct but using the right tone, listening to interests not issues, and dealing with issues not changing the person. The document advises learning from experiences with different types of difficult people.
Part of being an effective instructor involves understanding how adults learn best. Compared to children and teens, adults have special needs and requirements as learners.
Customer Relationship Management (Crm) By Ravinder TulsianiRavinder Tulsiani
CRM is a strategy for managing relationships with customers that involves integrating sales, marketing, customer service and other functions. It aims to understand customers' needs and provide personalized experiences across channels to acquire, retain and grow customers profitably. Key aspects of CRM include active CRM which stores centralized customer data, operational CRM which automates customer processes, collaborative CRM which enables direct customer communication, and analytical CRM which analyzes customer data. Successful CRM implementation requires aligning the strategy with business goals, implementing in stages, customizing to business needs, and gaining user adoption through training.
This document discusses business ethics and some of the challenges associated with ethical decision making in a business context. It addresses common issues like accounting scandals, CEO greed, and insider trading. It also summarizes different philosophical approaches to ethics like consequentialism and deontology. Some of the challenges identified with ethics in business include competing demands between stakeholders, strong temptations of financial rewards, differing views among groups, and questions around an employer's authority. The document aims to explore whether "business ethics" is just empty rhetoric or if businesses truly have ethical obligations beyond making money.
Business Presentation Tips For Managers By Ravinder TulsianiRavinder Tulsiani
Creating effective and successful business presentations takes practice, these presentation tips should help you get well on the way to being a successful ...
Coaching For Pinacle Performance By Ravinder TulsianiRavinder Tulsiani
Coaching is increasingly recognized as a methodology for creating more effective conversations, for assessing and reformulating values and goals and reaching solutions.
Transforming From Good To Great Company By Ravinder TulsianiRavinder Tulsiani
The document summarizes six key elements that helped companies transition from good to great according to Jim Collins' research: [1] Level 5 leadership that is modest and driven to produce sustained results, [2] Getting the right people on the team before deciding on goals, [3] Confronting the brutal facts of reality while maintaining faith, [4] Having a simple "Hedgehog Concept", [5] A culture of discipline that balances freedom and adherence to systems, and [6] Using technology to accelerate existing strategies, not create new ones.
2. No Training SME Training
Learning Facilitator
Workplace Training
3. Benefits of Training (& Ensuring It Sticks)
•Double ROI compared to capital investment
•Lower cost of re-training
•Higher retention rate
Source: Center for Workplace Excellence
American Society for Training and Development
Training Magazine
TRAINING BENEFITS
4. •Better Awareness
•Self-Awareness
•More Tools
•Past Instinctive
•More Structure
•Learning What Motivates Them
•Learn Tips & Tricks From Others
•Validation own experience
WHY UNDERSTANDING ADULT LEARNING IS
IMPORTANT
5. •Learning is a process that
combines action and
reflection, thinking and feeling
•We tend to prefer a specific
“style”
•Ideal learning process involves
the application of all four stages
Source: Linda Fairburn MSOD 2004
PEOPLE HAVE DIFFERENT LEARNING STYLES & PREFERENCES
7. PRINCIPLES / CONDITIONS THAT
MOTIVATE ADULT LEARNING
1. Meaningful 7. Optimal anxiety
2. Physical comfort 8. Agreement of learner
3. Cooperation / 9. Structured framework
Collaboration and room for personal
4. Behavioural change creativity
5. Emotional as well as 10. Individual uniqueness
intellectual 11. Reinforcement
6. Can be difficult and slow 12. Help them feel successful
Source: Marilyn Laiken, Ph. D.
8. Learning Strategy:
• Based on identified needs following training needs
analysis
• Have S.M.A.R.T. / relevant learning objectives
• Factor different learning styles / preferences
• Emphasize experiential learning
• Provide real-world opportunities / scenarios
• Allow them to think, actively experiment and reflect
• Place measures in the workplace through on-the-job
training, coaching and self-managed learning
Learning Strategy
9. On-the-job Self-managed
L&D Deployment •Observation /
demonstration & practice •Reading
Strategy •Delegation •eLearning
•Coaching •Further education
•Mentoring
•Mobility •Cross functional teams
•Loan an employee •Communities of practice •Training courses
•Temporary assignments / •Networking •Seminars
special projects •Action Learning •Development programmes
Deployment Group Instructor-led
* Customize to the needs of the organization
L&D Deployment Strategy
10. Thank you for taking the time to review this presentation
If you would care to learn more about what Ravinder has to offer, please
connect with him via:
LinkedIn -
www.linkedin.com/in/ravindertulsiani
Website -
www.unleashtheedge.com
Email:
ravinder@unleashtheedge.com
RAVINDER TULSIANI
CTDP, BA-Law
THANK YOU