Why is this Program different from all of the others? We mentor and coach all individuals between sessions in a practical way to help them implement what was learned. Even at the end of the program, we will offer participants the opportunity to receive coaching and to review their development a year later.
Each session will provide participants with key learnings that are to be implemented before the next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized with interactive sessions with instructors who have done what the participants do. We will have round table discussions so they will be able to ask questions and get straightforward answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our instructor coaches.
The Executive Development Program process will give participants the opportunity to network, talk with people who are doing and have done what they do, and talk with leadership experts in guiding and leading the firm.
Coaching, Training and Consulting services.
The purpose of the provided services is to support and help companies to grow, develop and effectively go through changes.
Our view is that people are the core element of organizations / companies and if people are selected adequately and developed appropriately companies grow and adapt to changing environments.
Our role as coaches, trainers and consultants is to establish with our clients trust-based relationships in order to provide them specialized professional services and propose solutions on specific areas.
Our objective is to provide innovative, holistic and results producing services which can:
1.Empower healthy business development and growth
2.Result in a flexible and creative adaptation in any socioeconomic environment
Specialties
EXECUTIVE COACHING, BUSINESS COACHING, TRAINING WORKSHOPS, RECRUITMENT, PEOPLE DEVELOPMENT, BUSINESS DEVELOPMENT
About 50% of outside hires fail within the first 18 months of joining a new Company (Harvard Business Review). But why do outside hires fail so often? Ford Hastings have produced a simple guide to help you through this quagmire, breaking down over 20 years experience into 5 key points
Do you have a Leadership and Development Programme? Our programmes enhance the technical competence and behavioural confidence of your biggest asset: your employees.
According to InspireOne’s experience of working with clients, best-in-class performance management systems ensure ongoing dialogue between manager and employees, and maintain a strong focus on coaching and on-the-job development, with the overarching objective of achieving organizational goals.
Coaching, Training and Consulting services.
The purpose of the provided services is to support and help companies to grow, develop and effectively go through changes.
Our view is that people are the core element of organizations / companies and if people are selected adequately and developed appropriately companies grow and adapt to changing environments.
Our role as coaches, trainers and consultants is to establish with our clients trust-based relationships in order to provide them specialized professional services and propose solutions on specific areas.
Our objective is to provide innovative, holistic and results producing services which can:
1.Empower healthy business development and growth
2.Result in a flexible and creative adaptation in any socioeconomic environment
Specialties
EXECUTIVE COACHING, BUSINESS COACHING, TRAINING WORKSHOPS, RECRUITMENT, PEOPLE DEVELOPMENT, BUSINESS DEVELOPMENT
About 50% of outside hires fail within the first 18 months of joining a new Company (Harvard Business Review). But why do outside hires fail so often? Ford Hastings have produced a simple guide to help you through this quagmire, breaking down over 20 years experience into 5 key points
Do you have a Leadership and Development Programme? Our programmes enhance the technical competence and behavioural confidence of your biggest asset: your employees.
According to InspireOne’s experience of working with clients, best-in-class performance management systems ensure ongoing dialogue between manager and employees, and maintain a strong focus on coaching and on-the-job development, with the overarching objective of achieving organizational goals.
This information pack provides an overview of the entire Elite Professionals Programme, but with a particular emphasis upon the High Performance Course which is one part of the overall programme.
For experienced NZ financial advisers.
At the core of Sewells Groups dealer focused philosophy are world class Performance Groups.
Peer-group forums where dealers are able to identify the financial drivers, processes and practices that lead to superior business results.
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
Bridging the Gap in Corporate Succession PlanningWendy Thomson
Corporate-wide concerns exist about the potential acceleration in retirement rates. This concern is putting increased pressure on human resource professionals in the area of succession planning. Leaders are struggling to formalize succession management strategies in preparation of anticipated leadership turnover. The challenge is that many organizations do not have formal talent identification and development programs. While companies continue to informally discuss career paths at performance appraisal time, they lack the most fundamental tool in succession planning—enabling employees to express formal interest in career choices. These career choices are not documented, analyzed, or aggregated for succession planning purposes, making it near impossible to assess information on the “depth of talent pools.”
This webinar serves as a springboard to help companies use best practices to prepare their workforce for the future and better manage the impact of turnover. In this webinar, you will learn how other organizations are:
Systematically identifying and developing internal talent for future roles,
Ensuring the performance management process integrates succession planning, and
Maximizing talent identification and readiness through formal career pathing.
See more at: http://tinyurl.com/ne5m5al
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
At Mentors.ie, our deep industry knowledge coupled with our close partnerships with clients enable us to bring fresh perspectives and creative thinking to the problems we solve. Our entrepreneurial spirit drives us to continually discover better ways to address clients’ needs, ultimately effecting positive change for them.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
LinkedIn Talent Insights Launch Guide for Program ManagersPamela Foo
The way to a successful launch. This playbook will set your organization up for success as it rolls out Talent Insights.
1) Build awareness and support
2) Set your team up for success
3) Track and measure success
4) How we can work together
This information pack provides an overview of the entire Elite Professionals Programme, but with a particular emphasis upon the High Performance Course which is one part of the overall programme.
For experienced NZ financial advisers.
At the core of Sewells Groups dealer focused philosophy are world class Performance Groups.
Peer-group forums where dealers are able to identify the financial drivers, processes and practices that lead to superior business results.
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
Bridging the Gap in Corporate Succession PlanningWendy Thomson
Corporate-wide concerns exist about the potential acceleration in retirement rates. This concern is putting increased pressure on human resource professionals in the area of succession planning. Leaders are struggling to formalize succession management strategies in preparation of anticipated leadership turnover. The challenge is that many organizations do not have formal talent identification and development programs. While companies continue to informally discuss career paths at performance appraisal time, they lack the most fundamental tool in succession planning—enabling employees to express formal interest in career choices. These career choices are not documented, analyzed, or aggregated for succession planning purposes, making it near impossible to assess information on the “depth of talent pools.”
This webinar serves as a springboard to help companies use best practices to prepare their workforce for the future and better manage the impact of turnover. In this webinar, you will learn how other organizations are:
Systematically identifying and developing internal talent for future roles,
Ensuring the performance management process integrates succession planning, and
Maximizing talent identification and readiness through formal career pathing.
See more at: http://tinyurl.com/ne5m5al
No matter the size of the organization, effective brand management provides the critical link
between ambitious business goals, employee behaviors, marketing communications and the
ability to deliver exceptional experiences.
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
The Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
At Mentors.ie, our deep industry knowledge coupled with our close partnerships with clients enable us to bring fresh perspectives and creative thinking to the problems we solve. Our entrepreneurial spirit drives us to continually discover better ways to address clients’ needs, ultimately effecting positive change for them.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
LinkedIn Talent Insights Launch Guide for Program ManagersPamela Foo
The way to a successful launch. This playbook will set your organization up for success as it rolls out Talent Insights.
1) Build awareness and support
2) Set your team up for success
3) Track and measure success
4) How we can work together
Identify high performing CPA's using this online 360 degree feedback assessment. Create a benchmark for professional development, identifying skills at which the individual is successful and those skills that he/she needs to develop. This 360 degree feedback assessment measures 17 performance indicators.
The 360 degree feedback assessment is completed by a participant, and up to ten respondents (participant’s work associates, including partners, peers and staff). These respondents anonymously complete assessments, which include numerical rating and customized, open-ended questions related to the participant.
Upon completion of the360 degree feedback assessment, a report is generated that includes self-performance evaluation compared with respondents’ evaluations, numerical based assessments and written narratives as to strengths and opportunities for development for the participant, general comments for the participant from associates, and an action plan to enhance performance. This is a great tool in mentoring people developmentally.
Franchising - A Realistic Business Opportunity In IndiaKarrox Franchise
A presentation looking at the criteria for a business wanting to expand through franchising.
Looks at the entrepreneurship scalability with franchising in India within the Education Sector.
End result is that any successful franchise is probably a mix of the various models.
There are as many models of Franchises as there are business multiplied by the different ambitions and desires of the owners of those businesses.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Learning To Lead The American Lawyer July 2008richardsongroup
Doug Richardson created a leadership development program for a major law firm. This article describes the program and its effectiveness for the firm\'s leadership.
Developing Talent and Tapping into Potential Through Corporate MentoringTalentManagement360.com
Learn, with Talent Management 360, how corporate mentoring can push your organization to new heights by increasing retention, engagement and advancement. Your employees deserve those opportunities and your organization deserves employees that are prepared and equipped.
Out Behave The Competition™
Learn more about Potential Point™, a unique behavioral performance platform that defines, communicates, and holds employees accountable for living on-brand behaviors.
Vocii advocates brand as business strategy from the inside out closing the loop between marketing, human resources and other stakeholders to develop the employee side of the brand equation. By infusing mission, vision, values and business objectives into the hearts, minds and actions of employees, its services are designed to help companies create high performing, customer-centric cultures that actually make people want to come to work each day. With expertise in brand discovery, strategy, expression and delivery as well as training, social media advocacy and on brand behavior management, Vocii is poised to break down any barrier to increase brand equity and profitability.
Mel Feller and Coaching For Success 360 – Coaching – Consultant - Training
By Mel Feller, MPA, MHR
Mel Feller Seminars, Coaching For Success 360 Inc. /Mel Feller Coaching
Coaching For Success 360 is a full service management, coaching and consulting firm specializing in all and every type of business coaching, training, and development. Experienced coaches and consultants provide solutions to tough business problems and the leadership needed to significantly enhance a company´s performance and productivity. Our specialties and offered programs are in the area of executive coaching, business development, and team building involving all sizes of businesses including real estate.
Coaching For Success 360 and Mel Feller have found that the standard cookie cutter training and development does not adequately address the needs of team and leadership development. Their established programs incorporating personal assessments, sound methodology, and hard questioning accelerates development, and ensures growth.
Many companies have OEM, Channel Partner Distribution models, or third party vendors to help them sell. In this presentation we share best practices and case studies from Kuehne Nagel, Atlas Copco, and Metso Mining.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
J.V.M.S is a management consulting firm that believes in utilizing the best industry practices for the development of world-class organizations that make the most of their resources, competency and skill force.
What is today’s leadership struggle? It seems people with loud voices are overshadowing true leaders. The loud bombastic attackers, those who label others are being called leaders. In some ways loud bombastic leaders show some of the above defined leadership qualities, but really are self-serving idealogues (fanciful untruthful ideals) and do not care about nor support followers.
Can you have a leader without any followers? No, followers fulfill the definition of leadership. Leaders need to have: goals, followers who actively support goal achievement, and followers who know how to take the right actions. The leader follower relationship is fulfilled when both are knowledgeable, open, caring, approachable, supportive, transparent in communication, committed to take the right actions, and authentic. Followership is defined as the willingness to cooperate in working toward the accomplishment of defined goals while demonstrating a high degree of interactive teamwork. Effective followers are active participants (partners) in creating and fulfilling the leadership process. Followers permit leaders to establish and keep themselves in control of a situation that is productive, efficient, goal oriented, and people-oriented. Once during an interview, I was asked if leadership is measurable. I said yes, leaders can turn around to see if anyone is following, goals are achieved, and people are energized.
Resilience is the process of adapting well in the face of adversity, trauma, or significant sources of stress. Resilience means bouncing back from difficulties.
The philosopher Epictetus said “we suffer not from the events in our lives but from our judgment about them”
The coaching process may pay great dividends in developing employee present needs, creating a group of future leaders, supporting employee satisfaction, and creating a talent pool for a succession plan. Coaching is a partnership in which the trained and experienced coach guides and develops the coachees to achieve goals. The coach helps the coachees think of what they had not thought of, said, dreamed or created. The coach helps to expand coachee thinking and experience life in new ways. The coaching process supports an increased awareness by the coachees to understand what they are doing right and to develop alternative thinking and acting.
Leadership studies indicate that as much as 26% of what it takes to be promoted and be an effective executive depends on Executive Presence (Center for Talent Innovation, www.talentinnovation.org). What is Executive Presence? It is “looking and acting the part,” and can depend on specific leadership organizational cultures. Executive presence is not just a construct of a position but is predicated upon how a person presents him/her self. The communication of issues, responses and reactions to situations, and the impact a person has on an organization are part of the executive presence concept.
Why choose the topic of Lousy Leaders? Most of us say that we want to follow the Great Leaders, that we struggle to find Great Leaders with character, who care about people and their organizations. However, we say that those who are most prominent are the leaders who only support themselves and want to satiate hidden desires of power, acquisition, recognition, and accolades for themselves. One of the problems with Lousy Leaders is how they acquire their positions! Maybe accepting Lousy Leaders is part of a new standard in our new society. Society appears to support or create a level of leadership acceptance. Chosen leaders seem to replicate and be predicated on our society. Based on this idea, we are a society in turmoil and one of divisiveness. Do you think Lincoln, Teddy Roosevelt or Churchill would thrive in this society? Do we, in actuality, support Great Leadership whose proponents exhibit visionary competence, integrity, morality, inclusive growth and development of followers, fairness, and humanistic care of others? Or, do we support the acceptance of political pandering and the desire to have some kind of tribal loyalty, even if it is to a Lousy Leader? In this age of emotional isolation brought about by over-reliance on devices, belonging to something, anything, gives people a group identity, the “us versus them” ideology.
As we watch corporate and political leaders navigate the obstacles of the present day, we are struck by how many leaders are truly lousy. Definition of a Lousy Leader, an intimidator who accuses, who doesn’t listen, is not organized, presents no vision, does not build relationships, takes credit for everyone’s work, does not motivate, and is an impromptu speaker. What are the secrets of lousy leaders? What do lousy leaders all have in common?
Trying to understand how organizations work is a topic of many books and articles. As these authors point out, each organization has distinct strengths, limitations, and unique processes for providing products, technology, and services. An organization may be defined as two or more people focused toward common goals. Yet as organizations become larger, the focus toward the common organizational goals becomes more departmentalized and less organizationally focused. To lose sight of the organizational goals in favor of day-to-day performance and money is a predicament for leaders. The lack of common direction causes organizations to lose time, money and customers.
Millennial managers and executives are confronted with an aging workforce that is well established in a performance status quo. New technologies are driving change in the workplace and many employees from the aging workforce are putting in time until they retire. What should the millennial manager/executive do to be effective and maintain and enhance productivity and efficiencies? The majority of the employees are older than the millennial managers and executives. There are always new projects that have to be completed and tasks delegated to others within the organization, and many times employees do not have a sense of urgency, or don't really listen to the project deliverables until the X or boomer director steps in and leads the project. Millennials have been placed in a precarious position since technology has thrust them into executive management roles. In the technologically driven workplace world, this is an increasing problem as younger yet experienced millennial managers come on to the scene. Millennial executives are not being disrespectful to anyone, but it's hard when they are trying to get the job done and no one will listen!
What is an Indecisive Leader? What do leaders do that make them indecisive? Do indecisive leaders know they are indecisive or is it their style of leading? Indecisiveness is the inability or reluctance to make decisions in general or to come to a decision about something in particular thereby producing no clear results. What causes a leader to be indecisive, not wanting to make a decisive choice? Most likely it is the conscious or unconscious ideation that by not making a definitive choice, the leader cannot be ridiculed for a decision, moving in a given direction, and or for the consequences of decisive action.
Over the years I have encountered many people in leadership positions who are totally ineffective. Why? Is it because they are not bright, not passionate presenters, and or not able to build strong relationships? Generally, these characteristics alone do not condemn one to a lifetime of ineffectiveness. In fact, the Ineffective Leader could be very bright, articulate and benevolent or well liked but still ineffective. How can that be, and why do Ineffective Leaders not know they are ineffective? The answer is that many leaders are confused as to what leadership is. Leadership does not always require rendering opinions or stating ideas with confidence in meetings, nor is it an acquired organizational position. There are many people in leadership positions that effectively communicate ideas but do nothing. They communicate doom and gloom, creating a culture of crisis, indicating that a disaster is pending and all need to fight to survive but they never lead the fight. That burns employees out, and the Ineffective Leaders go on their unsuccessful ways, never communicating the solution. If you build an army of 100 lions and their leader is a dog, in any fight the lions will die like a dog. But if you build an army of 100 dogs and their leader is a lion, all dogs will fight like a lion. Napoleon Bonaparte
What is a Fake Leader (FL)? It is someone disguised as a person in a leadership position who focuses on self and not the organization or ultimate good of people. It’s someone caught in minutia and is incapable of seeing the big picture, someone who misses the needed day-to-day facts to support growth and well-being of people and the organization. A person in a leadership position, who renders opinions without substance, does not inspire followers to achieve a vision, nor inspire followers to want to work together as a team. Fake Leaders talk a good game and produce very little. They are focused on self, money, and self-aggrandizement. They confuse a vision of hope with threatening statements and forecast a better place for followers through half-truths and retracted statements, with promises that we will be told the rest of the story in a few days.
Do you ever wonder how some people get promoted to a leadership position? Who did these people know to become a VP or Director in the organization? Billions of dollars are spent on training present and future leaders: there are special events for executives at prestigious universities, full day trainings for middle managers, but how is that benefiting the employees in the workplace? Executives get sent to warm places in the winter and cool places in the summer. How is that advancing the workplace and helping employees grow and develop? Who holds leaders accountable for follow-up debriefs or action plans from executive/partner/manager retreats and or full-day trainings? Have you ever had executives or managers come back to your office from a workshop, a retreat or a training session and relate what they learned and how it will make the workplace better for all? New supervisors want to start their careers and follow in the footsteps of the present leaders. What kind or role models are in the workplace today? There are some great leaders but those lousy leaders seem to overshadow them. With all the money spent on leadership training, one would think leaders would be: brilliant, philosophical, kind hearted, understanding, caring, competent, confident, people-oriented role models, and mentors who are compassionate. However, all too often we see lousy leaders who are self-oriented, greedy, who waste time in unproductive meetings, unable to appropriately give feedback and are only fair presenters who do not inspire. Many people in leadership positions think because they are knowledgeable, they can lead. Here is the truth about lousy leaders.
A group is comprised of individuals who meet to discuss issues, problem solve, or to inform. A real team, however, is defined as people coming together for a common purpose, setting clear goals, and establishing priorities. The team leader and team members define roles for individual members, utilizing individual strengths and nurturing synergism (working together) to create a unified plan of action in order to achieve identified and measured results. Team members learn to depend and rely on other team members to demonstrate their talents and support the team.
Is Performance Appraisal: Salary Justification or Employee Development? Gatto Associates, LLC.
Is Performance Appraisal: Salary Justification or Employee Development?
I was coaching a mid-level executive last week and we together reviewed his performance appraisal document that had just been given to him by his boss. In fact, his performance appraisal was anything but an appraisal of his performance!
Ahh, Meetings: the great alternative to work. As conventional wisdom goes, if you want to be busy, do nothing, produce little to nothing, and yet get paid, set up and attend meetings.
Large companies spend millions of dollars on SAP, ERP, Quality, and ISO processes, but do these practices really work? Or, are they like the latest medical wonder drug before the recall because of bad side effects? Such processes can create an approach to work but they only work equal to the leadership’s ability to implement and utilize the process intelligently and appropriately. How do you intelligently and appropriately implement these processes through meetings?
What does it mean to work with a generation? What is a generation? A generation is generally understood as people who were born in a similar time frame, who have experienced similar life situations, share similar views, attitudes and maybe values which differ from other generations. Great events, traumatic events and unique situations define our experiences and alter out thoughts, feelings and behaviors. Examples of such accounts can include WWI, Depression, bombing of Pearl Harbor, WWII, Korean War, Polio vaccination, assassinations of the Kennedys and King, Walk on the Moon, Vietnam War, computer revolution, Twin Towers, shootings in schools, Super bowls, Presidential elections, special New Year’s Eve parties and so on. My grandmother grew up in the depression and was concerned about such things as lights being on in a room that no one was in and running the water full blast – and to me, these seem inconsequential, even trivial. The events such as those listed above can influence us in positive and negative ways and in the way we think about other nationalities and religions, the workplace, values on how we parent, use of technologies, education, the value we place on others, and even how we try to protect ourselves.
What Causes Anxiety in the Workplace?
How often do we stop and think about how much time, effort, energy is given to our performance of fulfilling job responsibilities? That is fulfilling work responsibilities at the office, driving to and from work, and at home. How often do we feel frustrated because we cannot accomplish all that we want, or need to accomplish? How often do we feel held back from doing the level and quality of work that we expect from ourselves? Have you called off work lately because you just can’t take it? Do you feel stressed out but don’t want to see anyone about it because it is a sign of weakness?
It was only Tuesday afternoon and already things were piling up for next week. You just came back from a long lunch with your boss and peer team, walked into your office, and plopped into the chair. Looking at the afternoon schedule, you feel overwhelmed. If only you could walk outside for a few minutes, recharge, come back full swing and raring to go. Then reality hits and you know that if you did that, you would be just delaying the inevitable and would come back to more work and less time. Panic sets in when you realized how much work you have to do: your team had six people, and your boss keeps asking you to do more. You have no one to delegate to. You agonize over not having enough time and letting your family down. Stress is your constant companion.
You need to devote more time at work, but then home life suffers. You devote time to home life, and work suffers: this is the Time Seesaw. How can you effectively balance home and work, and still have time for yourself? Impossible, you think, but…. perhaps not.
How to Engage a Poor Performing Employee
More often than not, the reason for poor performance is because the employee does not know what is expected. Both employee and boss may be under the mis-apprehension that the employee goals and expectations are clear. Sure, clear as mud!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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2. Course Objectives
Through workshops, webinars, and coaching sessions, you will
learn to:
Identify and develop the skills needed to be an effective
Managing Partner/Partner-in-Charge of an office, service line
or industry niche;
Analyze and evaluate the contributions of products, service
partners and staff;
Identify your abilities through upward evaluation;
Identify a process to evaluate current and prospective
partners;
Develop the skills needed to lead your firm;
Examine key attributes of a successful firm;
Identify how to mentor the next generation
Utilize executive one-on-one coaching (virtual coaching).
3. At Gatto Associates, LLC we have spent years creating and refining our
Executive Development Program for CPA Managing Partners and Partners-in-
Charge. You can now take advantage of this rigorous program, taught by
distinguished faculty, and consisting of two on-site workshops, 4 webinars and
three one-hour coaching sessions. Our program begins in September, 2011 and
continues through June, 2012. Through this program, participants will earn
approximately 36 CPEs.
We know of no other developmental process of this caliber that has been created
solely for CPA Managing Partners/Partners-in-Charge and Segment Leaders
that includes the strategies and techniques for you and your firm to become
highly successful and be prepared for now and the future. We will focus on the
challenges and differences that face male and female firm leaders.
We encourage you to join with us and other CPA managing partners and
partners-in-charge in this program that could make a significant positive
difference in your career and in your firm. This program is affiliated with the
CPA Leadership Institute.
Please review the following information and call our program facilitator, Jeff
Cermak, at 412-344-2277 to register, or simply log in and register on line at
http://rexgatto.com/programs/managing-partner-senior-partner-program.
Sincerely,
Rex Gatto, Ph.D.
President
Gatto Associates, LLC
4. Where do Managing Partners and Partners-in-Charge turn for advice and to
confidentially discuss firm issues? They attend our exclusive one-of-a-kind training with a
cadre of professionals who understand what they do.
Why is this Program different from all of the others? We mentor and coach all individuals
between sessions in a practical way to help them implement what was learned. Even at the end
of the program, we will offer participants the opportunity to receive coaching and to review
their development a year later.
Each session will provide participants with key learnings that are to be implemented before the
next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized
with interactive sessions with instructors who have done what the participants do. We will
have round table discussions so they will be able to ask questions and get straightforward
answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our
instructor coaches.
The Executive Development Program process will give participants the opportunity to
network, talk with people who are doing and have done what they do, and talk with leadership
experts in guiding and leading the firm.
Who should attend? This program has been designed for partners with a firm size of 25 to
150 people or gross billings of $3 million to $20 million in revenues. This program is for:
Managing Partners who want to review, contemplate,
and seek innovative ways of leading their firms;
If you have a question as to
Partners-in-Charge of an office and Segment Leaders
whether this program is
who want to become more effective at achieving growth
right for you, call Rex Gatto
and profitability and are seeking creative ways of leading
at (412)344-2277.
their people and working with other firm leaders
New Managing Partners who have recently assumed a
firm leadership role or who will be transitioning to
Managing Partner
5. Program Overview:
The objective of the Managing Partners/ Partners-in-Charge Executive Leadership Development Program is to
help each person:
Identify the skills of successful managing partners (leadership and communication);
Identify each participant’s abilities through upward evaluation;
Carry out firm analysis and evaluation;
Identify a process to evaluate partner and partner-to-be;
Present the skills needed to lead a firm;
Examine key attributes of a successful firm;
Utilize executive one-on-one coaching (virtual coaching).
Present key firm initiatives: governance, succession planning, mentoring, next generation attributes,
compensation, practice development
In today’s competitive market, what distinguishes one firm from another? It is not the software or accounting
knowledge; it is the relationship built between the client and CPA, and relationships in the office. Managing
Partners and Partners-in-Charge know there are many factors that cause their firms to be successful. This
program will explain in very clear terms what successful firms do based on five functional areas:
Practice management (day-to-day operations);
Human Resources (recruiting, retentions, and development);
Business Development;
Client Services;
Quality Control.
Outcomes:
All participants will gain confidence in how they lead their firms, meeting the challenges of leading different
generations, working with different types of partners, and building successful firms. Each participant will earn
approximately 36 CPEs for completion of the entire program.
Dates
Onsite meetings: September 8 and 9, 2011, and June 7 and 8, 2012
Virtual Coaching to be assigned in October, 2011; January and March, 2012
Webinars: November 16, 2011; February 15, April 11, and May 16, 2012
6. Personal Learning Objectives:
Achieved by:
Customized approaches to firm leadership;
Upward Evaluation;
Firm assessment;
Learning to define and work with different partner personalities;
Effectively presenting partner evaluation and development;
Learning how to effectively lead day-to-day operations;
Building a business vs. providing accounting services;
Networking with people who know what you do.
Topics and Themes:
Creating and leading a healthy firm;
Leading change;
Developing the next generations of leaders/succession planning;
Visioning and managing change/practice management;
Mentoring Process for the firm/succession planning;
Developing marketing/selling skills/business development;
Motivation and self-managing skills;
Developing organizational skills;
Explaining a leader’s role in firm profitability.
7. Developmental Methods:
Program Objectives:
Develop an understanding for people issues and development within your firm
Analyze and benchmark best managing partner/practice management
Create network opportunities, sharing ideas with other managing partners
Develop communication firm-wide
Develop an approach to creating change in your firm
Write a strategic plan
Learn to effectively and calmly deal with difficult partners
CPE Credit:
Participants in this program will acquire at least 36 CPEs.
CPE credit is subject to approval by individual state boards of accountancy. Gatto
Associates, LLC, is registered with the National Association of State Board of
Accountancy (NASBA) as a sponsor of continuing professional education on the
National Registry of CPE Sponsors, Sponsor number 106031. State Boards of
Accountancy have final authority on the acceptance of individual courses for CPE
credit. NASBA telephone: 615-880-4200.
Enrollment:
There will be a limit of twenty-five participants to ensure personal and individualized
development for each participant.
8. PRESENTERS:
REX GATTO, PH.D. :
is a business consultant and lecturer, he has presented to business people throughout the United States
and Canada and for many professional organizations. He received an outstanding speaker letter from
the American Society of Training and Development acclaiming him as a dynamic and thought-
provoking speaker. He has developed customized training workshops for many corporate 500
companies, CPA firms, hospitals, small businesses, universities and colleges, and has trained and
facilitated all positional levels of business people. As a change interventionist, he has written and
presented for business teams, corporations and helped people achieve an enriched, productive, and
enjoyable work life.
www.rexgatto.com
TIM MICHEL, CPA:
is a former managing partner of a multi-office Top 100 CPA firm. He is founder and principal of
Michel Consulting Group LLC and helps CPA firm owners create value in their practice by drawing
on his own experiences to assist them in identifying and over-coming obstacles and focusing on
opportunities to increase growth and profitability. His experiences include 30 years in CPA firm
leadership roles including ten years as CEO during which time the firm’s revenues tripled. While
CEO, he was directly involved in the acquisition of five accounting practices, the creation of new
services and the development of various leadership programs. Tim is a frequent presenter at
management conferences and accounting firm association sessions. He specializes in partner retreat
facilitation, development of actionable strategic plans, design of effective governance systems,
partner compensation and accountability plans and succession planning.
www.michelconsultinggroup.com
9. PRESENTERS:
RITA KELLER: .
is a nationally known CPA firm management consultant, author and speaker with over
30 years of hands-on experience. She writes an award-winning daily blog on CPA
management and is repeatedly named as one of the Top 100 Most Influential People in
Accounting. Rita helps firms become “firms of the future” that will attract and retain
diverse, high-performing talent.
www.ritakeller.com
JACK SUTTLE, CPA:
has been active in the Profession since 1967. As a founding member and managing
member of the firm of Suttle & Stalnaker, PLLC, the firm grew from three persons until
today it has approximately 65 total personnel serving clients throughout the state of West
Virginia and surrounding areas. The firm also previously had offices in Alabama,
Louisiana, Texas and Virginia. Jack has presented numerous seminars and workshops
relating to goal setting, leadership, discovering your strengths, mentoring along with
various other topics. He currently teaches for Becker Professional Education and the
University of Charleston, Graduate School of Business. His experience and knowledge in
areas pertaining to managing and building a successful professional accounting firm will
prove very valuable to the success of your efforts.
jack.s@suddenlink.net
10. Course Outline:
Required Reading:
Over the course of the program, there will be a series of books and case studies that
participants will be asked to read.
Preparation:
Books and reading assignments are to be purchased (on Amazon.com or in your local
bookstore) in advance of all meetings.
Pre-reading books will be assigned (purchased by you)
Case studies and articles to be provided (will be sent to you)
(Required readings are to be completed before class.)
Each participant will complete an upward managing partner 360º feedback
assessment which has been designed specifically for managing partners. The
participants will complete the assessment in September 2011, as a pre-assessment,
and in June 2012 as a post-assessment to measure developmental change.
Each participant will be asked to outline three goals of personal and professional
development to focus on during this developmental process. There will be continual
checks to ensure those goals are achieved.
11. Pittsburgh, PA
September 8 & 9, 2011
Day 1- 4.5 CPEs
1:30 pm to 5:30 pm eastern time
360º Firm Leadership Feedback Report & Key Characteristics of a Managing Partner
Instructors; Rex Gatto, Ph.D. and Jack Suttle, CPA
Identify characteristics of successful managing partners
Session
Review Upward Evaluations on each participant to benchmark against characteristics of Successful 1
Managing Partners
Learn the components of the firm of the future
Review firm analysis on each participant’s firm to benchmark against the Healthy Firm
Develop your firm based on how it is niched or structured
Evening: Networking Dinner- 6:15pm
Day 2 - 8 CPEs
Continental Breakfast from 7:45 am - 8:30 am
A.M.- 8:30 am - 10:00 am
Governance - Applying Strategy and Execution to Achieve Success
Instructor: Tim Michel, CPA
Designing an effective governance structure
Defining Roles and Responsibilities
Execution and Accountability
A.M.- 10:15 am - 12:00 am
A Workplace Transformation - Building on the Power of Diversity
Instructor: Rita Keller
Understanding the power of generational differences
Managing and motivating the Millennials
Thriving in the new era of women in charge
Lunch
P.M. - 1:15 pm - 4:45 pm
Panel Discussion
Instructors: Rita Keller, Tim Michel, Jack Suttle and Rex Gatto
Panel Discussion by the presenters to address questions by the participants
Round Table Discussion by the presenters
Closing
12. Virtual Coaching: scheduled individually - Skype or phone
Dates (to be assigned):
Coaching
A one-hour coaching call will be scheduled in October, January and March
(3.6 CPEs).
Suggested coaching focus:
1. The Managing partner’s action plan, development and implementation of firm
enhancements (partner development)
2. Firm’s vision, mission and long-range goals
Practice philosophy - firm structure -niches/departments
Service goals
Practice development goals
Firm’s future vision (firm growth)
3. Personnel policies
Recruiting and hiring
Goal setting, evaluation and promotion process
Performance Feedback
Succession planning
13. Webinar 1- Wednesday November 16, 2011 - Webex
1:00 am - 2:40 pm (2 CPEs)
Leading the Next Generations of Right Partners
Instructor: Rex Gatto
Why keep your firm; why not sell? Webinars
Right Partners vs. Toxic Partners
Innovation within the firm
Webinar 2 - Wednesday February 15, 2012 - Webex
1:00 am - 2:40 pm (2 CPEs)
Linking Partner Accountability and Compensation
Instructor: Tim Michel
What’s accountability?
Performance equaling compensation
Compensation process
Webinar 3 - Wednesday April 11, 2012 - Webex
1:00 am - 2:40 pm (2 CPEs)
Learning to be the Head of Your Firm
Instructor: Jack Suttle
Why be the leader of your firm?
Building your firm
Where do we go from here?
Webinar 4 - Wednesday May 16, 2012 - Webex
1:00 am - 2:40 pm (2 CPEs)
Perfecting Your Relationship Skills (helping CPAs become proficient managers of people)
Instructor: Rita Keller
Focused, hands on management
The importance of mentoring
14. Pittsburgh, PA
June 7 & 8, 2012
Day 3 - 4.5 CPEs
A.M. - 1:00pm - 3:00 pm
Identifying Your Successor
Instructor: Rex Gatto
Creating a pool of candidates
Differentiation, partner evaluation
Session
Key performance indicator of being a partner
2
P.M. - 3:15 pm - 5:30 pm
Creating Solutions to Firm Succession Concerns
Instructor: Tim Michel
Identifying partner and key-person succession issues
Creating written transition plans
Tools and templates
Evening: Networking Dinner
Day 4 - 8 CPEs (continental Breakfast 7:45 am - 8:30 am)
A.M. - 8:30 am - 12:00 pm
Unmasking the Mystery of Firm Operations
Instructor: Rita Keller
What really goes on behind the scenes
Dealing with change and keeping pace
The power of the role of firm administrator
Lunch
P.M.- 1:15 pm - 4:45 pm
Preparing Your Firm for the Future
Instructors: Rex Gatto, Tim Michel, Rita Keller and Jack Suttle
Defining the next firm years/managing firm values while creating change
Creative possibilities for your firm
Panel discussion
Closing
15. Program Dates and Location:
SESSION 1:
September 8 & 9, 2011, Pittsburgh, PA
All participants are responsible for making their room reservations and
travel arrangements. All necessary information (exact times and
place) will be sent to participants after the registration fee is received.
SESSION 2:
June 7 & 8, 2012 Pittsburgh, PA
16. After The Course Is Over
All participants will have the opportunity to continue the
mentoring and coaching process with any of our presenters
that they chose. We will help participants continue to make a
difference. Contact Gatto Associates and we will explain the
coaching process and fees.
Cost of the Managing and Partner-in-
Charge Program:
Participant fee is $7,500 for the entire program.
A discount of five percent (5%) for two partners from the
same firm and a ten percent (10%) discount for three partners
from the same firm.
Registration Deadline: August 2, 2011
Register on line at http://rexgatto.com/programs/managing-
partner-senior-partner-program or call Gatto Associates at
412-344-2277.