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The document discusses strategies for building an effective and engaged leadership team. It outlines objectives like engagement, composition, and dynamics. It defines different types of governance like fiduciary, strategic, and generative. It emphasizes the importance of CEO and board engagement, as well as developing a culture of inquiry through fostering authenticity and trust. It also provides tips for board revitalization such as rotating members, evaluating performance, and cultivating new leaders.
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Harris employee perspectives deck (lah 8 10-17)
Harris values investing in its employees and providing opportunities for development. It operates with an agile methodology, breaking initiatives into smaller deliverables to constantly evaluate performance. Employees describe Harris as having a small firm feel where everyone knows each other, but also feeling like a major industry player. There is a collaborative culture where employees feel comfortable debating ideas and helping each other accomplish goals.
Harris employee perspectives deck (lah 8 10-17)
Employees at Harris emphasize the company's culture of collaboration, training opportunities for professional development, and family-like atmosphere. The environment encourages intelligent debate to improve decisions. Employees feel comfortable discussing ideas and receive hands-on training from senior colleagues to ramp up efficiently. Harris operates with an agile methodology, breaking initiatives into deliverables to constantly evaluate performance within a thoughtful, academic setting.
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The_AC_Company_Overview_ppt
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Harris deck 1 6.20.17 pic flip
The employees at Harris Associates describe the company culture as collaborative and supportive. They note the small firm environment encourages open debate of ideas to improve decision making (Joe Pittman). Employees feel comfortable discussing issues with one another and celebrate milestones together (Katie Gerdes). The culture has a family feel where everyone knows each other and hard work is recognized and rewarded (Tyler Borzak, Keyur Patel). Leadership supports employees' career growth by providing new challenges and roles (Deirdre Almaguer). There are also programs to develop emerging leaders' skills for their long term career growth (Danny Nicholas). The environment is agile and made up of intelligent individuals who make well researched recommendations (Kristi
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Leadership is a skill. It is unpredictable and hard to learn. It takes forever to hone leadership skills for some, and it comes naturally at ease for others. But all in all, leadership is about enabling potential in others.
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Harris employee perspectives deck (lah 8 10-17)
Harris values investing in its employees and providing opportunities for development. It operates with an agile methodology, breaking initiatives into smaller deliverables to constantly evaluate performance. Employees describe Harris as having a small firm feel where everyone knows each other, but also feeling like a major industry player. There is a collaborative culture where employees feel comfortable debating ideas and helping each other accomplish goals.
Harris employee perspectives deck (lah 8 10-17)
Employees at Harris emphasize the company's culture of collaboration, training opportunities for professional development, and family-like atmosphere. The environment encourages intelligent debate to improve decisions. Employees feel comfortable discussing ideas and receive hands-on training from senior colleagues to ramp up efficiently. Harris operates with an agile methodology, breaking initiatives into deliverables to constantly evaluate performance within a thoughtful, academic setting.
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The next-gen leaders must possess the ability to make out of ever-changing situation,, while encouraging others to follow their footstep, in any situation. Successful leaders are courageous and not afraid to challenge the status quo and push the boundaries to make things better. Because of these qualities and many others, the best leaders rule the world.
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Harris deck 1 8.7.17 - copy
Employees at Harris describe the company culture as collaborative and supportive. They feel comfortable challenging ideas to improve decision making and celebrating milestones together. The small firm environment allows employees to know one another and feel like a major industry player. Hard work is recognized and rewarded at Harris, which invests in employees' careers through new roles, leadership programs, and long term career development.
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Find out more at:
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Harris deck 1 8.7.17 - copy
Harris has a collaborative culture where employees feel comfortable sharing ideas and challenging each other in a constructive manner. The company also feels like a family and celebrates traditions together. Employees say Harris supports their career growth by providing different positions with new challenges and investing in leadership development programs.
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At the end of this seminar, participants will be able to:
a. Examine specific creative leadership strategies.
b. Explore ways to help teams stay inspired and committed.
c. Identify specific tools and examples of how obstacles and change can be stepping stones for great opportunities.
d. Examine how to motivate teams through change and retain valuable talent.
e. Examine top qualities of creative leadership.
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Creativity is a core competence of organizations. Good leaders strive to use creativity
to improve capacity, manage change and overcome adversity. This seminar will
not only arm you with change management strategies, but also examine ways to
solve problems and create growth opportunities. New and seasoned leaders seek
novel approaches to move teams through adversity, strengthen commitment and
performance, and encourage creative problem solving. Join us at BEYA 2013 as
experienced leaders share ways to creatively impact and influence positive change
and support their people.
At the end of this seminar participants will be able to:
a) Examine specific creative leadership strategies
b) Explore ways to help teams stay inspired and committed
c) Identify specific tools and examples of how obstacles and change can be stepping
stones for great opportunities
d) Examine how to motivate teams through change and retain valuable talent
e) Examine top qualities of creative leadership
Learning Outcomes: Help seasoned and emerging leaders manage challenges
more effectively and improve creative problem solving capacity
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Whether you are part of a family foundation, a corporate foundation, or your local community foundation, join this webinar to take a closer look at governance essentials for grantmaking foundation boards and learn how to set the board up for success. We will explore key findings from Leading With Intent, BoardSource’s governance index, to identify trends in foundations’ board performance and impact. Combining current trends with established best practices in governance, learn what is needed for your board to thrive.
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This document discusses mentoring and provides guidance on establishing effective mentoring relationships. It defines mentoring as a relationship that can strengthen talents and careers through open discussion. Effective mentoring requires trust and is a two-way commitment from both the mentor and mentee. Research shows mentoring increases productivity and motivation. The roles of the mentor include listening and guiding, while the mentee's roles are to clarify needs and follow through. Tips are provided for both finding a mentor and becoming a mentee.
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Introduction by Amit Anand, Robert Asen & Vijay Anand of Cognizant
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Managing outcome based application contracts requires a combination of scope management,
pricing, and, above all, quality. As suppliers and clients evolve the relationship, the
need for clear facts dominates conversations.
The premise of outcomes-based contracting is that hours (and indeed rate) are inputs to
the ADM process (not outputs), and that structures that measure programming results are
now both possible and achievable. Outcomes-based structures bring the original intent of
software to the forefront—creating successful results. While many companies have shifted
from input-based to output-based contracting, forward-thinking IT leaders are also taking
steps to define a sustainable outcomes-based relationship with their ADM suppliers.
Outcomes-based contracts focus on how the delivered product adds value, while inputand
output-based contracts focus on the resources and the activities needed to deliver the
outcome, respectively.
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Employees at Harris describe the company culture as collaborative and supportive. They feel comfortable challenging ideas to improve decision making and celebrating milestones together. The small firm environment allows employees to know one another and feel like a major industry player. Hard work is recognized and rewarded at Harris, which invests in employees' careers through new roles, leadership programs, and long term career development.
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Find out more at:
http://blogs.ec.europa.eu/promotingenterprise/
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This document discusses how HR can gain a strategic role and seat at the CEO's table. It argues that HR should help build the company's strategy, not just have a seat. It emphasizes that HR must be seen as the key source for attracting and developing top talent, as this adds immense value. To be strategic, HR must deeply understand the business and have an outside-in perspective. CEOs say strategic HR links human resources to strategic goals to improve performance and foster innovation. The new breed of HR managers must understand how to measure HR's monetary impact and value-added contributions. HR becomes strategic by participating in defining business strategy and designing practices that align with key strategies to deliver competitive advantage.
Harris deck 1 8.7.17 - copy
Harris has a collaborative culture where employees feel comfortable sharing ideas and challenging each other in a constructive manner. The company also feels like a family and celebrates traditions together. Employees say Harris supports their career growth by providing different positions with new challenges and investing in leadership development programs.
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How do you put your values into action? How do you get to where you desire to go?
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Keone Chong, Mary Gribbin, Jow Perez join us to help facilitate and coach.
http://coreismagic.com/
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This document contrasts the characteristics of inspiring vs uninspiring leaders. Inspiring leaders believe success serves a higher purpose, focus on making others successful, feel an obligation to give back through charity work. They are grateful, care about people, spread credit, and are uplifting. Uninspiring leaders focus on personal gain, feel no obligation to help others, spread blame, and are depressing to be around. Both can motivate but inspiring leaders do so through noble goals while uninspiring leaders rely on fear and greed.
The Power of Creative Leadership: How Do Great Leaders Push Through Adversity?
The Power of Creative Leadership: How Do Great Leaders Push Through Adversity?Career Communications Group
Learning Objective: Discuss the use of creativity to motivate employees
Creativity is a core competence of organizations. Good leaders strive to use creativity to improve capacity, manage change and overcome adversity. This seminar will not only arm you with change management strategies, but also examine ways to solve problems and create growth opportunities. New and seasoned leaders seek novel approaches to move teams through adversity, strengthen commitment and performance, and encourage creative problem solving. Join us as experienced leaders share ways to creatively impact and influence positive change and support their people.
At the end of this seminar, participants will be able to:
a. Examine specific creative leadership strategies.
b. Explore ways to help teams stay inspired and committed.
c. Identify specific tools and examples of how obstacles and change can be stepping stones for great opportunities.
d. Examine how to motivate teams through change and retain valuable talent.
e. Examine top qualities of creative leadership.
Building the team behind the entrepreneur—How startups can build better teams
At the Social Capital Markets #SOCAP18 conference, we shared best practices in building a culture, recruiting pipeline, and talent development strategy for startups to help them build the teams that can actually scale and change the world.
Tomorrow’s Leader (Musings on Nirvana)
Tomorrow's Leader discusses the qualities needed in future leaders. It notes that the current environment of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) plus countervailing forces means a new normal. It emphasizes that human beings are the source and discusses the need for leaders to have purpose, a whole new mind, mindfulness, a global mindset, innovation by leveraging failure, and creating a transformational work culture through engagement, dialogue and a win-win approach. It also discusses the importance of CSR, shared value, leadership development, teamwork and connecting to one's self. In closing, it outlines the key qualities of leaders as being led by purpose, touching a deep inner chord, asking
2013 BEYA Seminar: Power Creative Leadership
Creativity is a core competence of organizations. Good leaders strive to use creativity
to improve capacity, manage change and overcome adversity. This seminar will
not only arm you with change management strategies, but also examine ways to
solve problems and create growth opportunities. New and seasoned leaders seek
novel approaches to move teams through adversity, strengthen commitment and
performance, and encourage creative problem solving. Join us at BEYA 2013 as
experienced leaders share ways to creatively impact and influence positive change
and support their people.
At the end of this seminar participants will be able to:
a) Examine specific creative leadership strategies
b) Explore ways to help teams stay inspired and committed
c) Identify specific tools and examples of how obstacles and change can be stepping
stones for great opportunities
d) Examine how to motivate teams through change and retain valuable talent
e) Examine top qualities of creative leadership
Learning Outcomes: Help seasoned and emerging leaders manage challenges
more effectively and improve creative problem solving capacity
BoardSource Foundation Governance February 2019
The array of foundations can be distilled into two categories – operational and grantmaking foundations. Grantmaking foundations, whether private or community, have unique demands on their missions and their boards. Healthy and intentional governance leadership at foundations, like any nonprofit organization, is essential for successful service to the mission.
Whether you are part of a family foundation, a corporate foundation, or your local community foundation, join this webinar to take a closer look at governance essentials for grantmaking foundation boards and learn how to set the board up for success. We will explore key findings from Leading With Intent, BoardSource’s governance index, to identify trends in foundations’ board performance and impact. Combining current trends with established best practices in governance, learn what is needed for your board to thrive.
Leadership & Their Styles
This amazing infographic rich short e-book takes you on a quick ride on the evolution of leadership styles across decades and how CEO priorities have changed. You are free to download this valuable document add use it for your personal & commercial use.
How to be a great skilled volunteer
Skilled volunteers are volunteers who work on projects that require specific expertise, usually related to the management of a nonprofit organization. They might assist an organization with human resources, marketing, strategy or other high-level projects. Why become a skilled volunteer? The reasons are many - you might want to: build your resume, learn new skills, stretch intellectually, apply your education in a new industry, and/or volunteer your time without being stuck with mundane tasks. Watch the full recorded webinar here: http://charityvillage.com/elearning/webinars/past-webinars/how-to-be-a-great-skilled-volunteer.aspx.
Pedro
„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„„
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This document outlines a presentation on mentoring for career development, leadership, and business growth. It defines mentoring as an ongoing structured relationship aimed at developing the mentee's competence and potential. The presentation discusses why mentoring is important for career development, leadership journeys, and business growth. It addresses common myths about mentoring and best practices for effective mentoring relationships, including setting expectations, communication, time investment, and mutual learning. The overall message is that mentoring builds a legacy by developing people and allowing them to achieve more through example, empowerment, and humility.
Leadership redefined
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This document discusses mentoring and provides guidance on establishing effective mentoring relationships. It defines mentoring as a relationship that can strengthen talents and careers through open discussion. Effective mentoring requires trust and is a two-way commitment from both the mentor and mentee. Research shows mentoring increases productivity and motivation. The roles of the mentor include listening and guiding, while the mentee's roles are to clarify needs and follow through. Tips are provided for both finding a mentor and becoming a mentee.
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Roshan Thiran wrote a few articles on Increasing Your Return on Luck. Attached is a presentation he made to various audiences on the ability to Increase Your Luck - Or ROL - Return on Luck. To read his article, go to : https://leaderonomics.com/leadership/be-a-leader/top-10-ways-to-increase-your-luck and also to: https://leaderonomics.com/leadership/be-a-leader/luck-is-not-luck
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Managing outcome based application contracts requires a combination of scope management,
pricing, and, above all, quality. As suppliers and clients evolve the relationship, the
need for clear facts dominates conversations.
The premise of outcomes-based contracting is that hours (and indeed rate) are inputs to
the ADM process (not outputs), and that structures that measure programming results are
now both possible and achievable. Outcomes-based structures bring the original intent of
software to the forefront—creating successful results. While many companies have shifted
from input-based to output-based contracting, forward-thinking IT leaders are also taking
steps to define a sustainable outcomes-based relationship with their ADM suppliers.
Outcomes-based contracts focus on how the delivered product adds value, while inputand
output-based contracts focus on the resources and the activities needed to deliver the
outcome, respectively.
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Final P B C P P T
- Performance based contracting (PBC) emphasizes measuring outcomes like quality and results rather than process, uses performance standards and incentives/penalties tied to payment.
- PBC aims to encourage innovation, lower costs through competition while improving performance, and share some risk with contractors to incentivize achieving outcomes.
- Georgia is interested in PBC to promote achieving outcomes, identify priority areas, evaluate programs, and document accountability. Private agencies are interested in more flexibility and partnership.
- Challenges include defining reliable outcomes and baseline data, and managing other systemic factors impacting performance.
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The document discusses English for international trading. It is divided into four parts:
1) International trading procedures and applications of business English
2) Review of basic English sentence structures
3) Structure of business English letters
4) Types of international trading letters and examples
It provides examples and explanations of common terms, documents, and procedures in international business and trade.
PDTC - Eldoret Baraka Farm
The Practical Dairy Training Centre in Eldoret started in 2014 at the Baraka Farm. PDTC-Eldoret provides vocational skills training in dairy husbandry to small holder farmers. The facilities are of excellent standard and the training focusses on gaining practical skills that can be immediately implemented on the farms of the small holder farmer. Both the large scale farm and the small holder unit (zero grazing unit) give a real life experience of how management on a day to day basis is planned, organized and executed.
英文常用語排行榜
1. The document contains common English phrases and their Chinese translations. It is divided into two sections, with the first section using 100% of the phrases and the second using 90%.
2. Some example phrases from the first section include "See you later", "What's up?", "It's on me", "I mean it", and "Check, please".
3. The phrases cover a wide range of situations and conversations, including greetings, small talk, apologies, goodbyes, and requests.
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Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
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The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
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Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Originality
Regard for Others
Build Confidence
Life example
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Charismatic leadership style
They have excellent communication skills.
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Professionals have a lot of experience in their field.
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Win Over Huge Crowds.
Possible drawbacks
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Not Enough People to Make It Happen
Charismatic leader
Charismatic leader example:
pr.
Leadership definition and Leader vs Boss
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Lupus Keynote
- 1. Strategies for Building an Effective & Engaged Leadership Team… Michael G. Daigneault, Esq. Senior Governance Consultant
- 2. Objectives… Engagement Thought Composition Dynamics
- 5. Governance as Leadership… Fiduciary Strategic Generative
- 6. Thinking in a Fiduciary Manner…
- 8. Thinking Generatively…
- 9. What does it mean to be an Engaged board?
- 10. Ensure CEO and Board Engagement… Board Engagement CEO -> Is Displacing Board GOVERNANCE AS OBSERVATION CEO -> Is In Constructive Partnership with Board GOVERNANCE AS LEADERSHIP CEO -> Is Going Through the Motions with Board GOVERNANCE AS ATTENDANCE CEO -> Is Displaced by Board GOVERNANCE AS MICROMANAGEMENT Source: Richard Chair, et.al, “Governance as Leadership” CEO Engagement
- 11. Board Revitalization… Rotate Evaluate Educate Involve Orient Recruit Cultivate Identify
- 13. Reprinted with permission from BoardSource. Formerly the National Center for Nonprofit Boards. BoardSource is the premier resource for practical information, tools, and training for board members and chief executives of nonprofit organizations worldwide. For more information about BoardSource, visit www.boardsource.org or call 800-883-6262. © 2010 BoardSource. May not be reproduced without written permission from BoardSource . Michael G. Daigneault, Esq. Senior Governance Consultant BoardSource [email_address] (703) 801-7580 Thank you!
Editor's Notes
- These principles come together to creating the Governance as Leadership approach. The three types of governance, all created equal, form a system that can help to realize full value of the board’s collective time and talents. (An alternate graphic here might be a three legged stool to get across the idea that governance isn’t complete or is out of balance if all three governance modes aren’t in operation .)