Maximizing Feedback for Maximum Effect
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The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
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Ingredients Of Effective Feedback
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Ingredients of Effective Feedback
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving Feedback Remotely
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
Managing expectations isn't as easy as it sounds. There are several keys to getting it right. Are you doing it right?
About this event
Managing expectations is a little more complicated than it sounds. I’ll share a framework with you that can help. To achieve an alignment of expectations between the leader and team member, seven questions need to be considered.
We’ll briefly discuss the relevance of each question. As I run through these seven questions, consider how well you cover these elements with your team. Where can you make improvements?
The obvious starting point is being clear about your expectations. If you’re not clear, neither will your team members. Once you are certain about standards of performance, you need to persistently and consistently communicate them to team members.
More information can be found in Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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Started testing ideas that scared us
Scaled testing to include ideas that we “knew” were winners
Included engineering infrastructure in our testing
Tried testing everything at once and deeply regretted it
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Ingredients Of Effective Feedback
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Ingredients of Effective Feedback
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving Feedback Remotely
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
The Seven Keys to Managing Expectations
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
Managing expectations isn't as easy as it sounds. There are several keys to getting it right. Are you doing it right?
About this event
Managing expectations is a little more complicated than it sounds. I’ll share a framework with you that can help. To achieve an alignment of expectations between the leader and team member, seven questions need to be considered.
We’ll briefly discuss the relevance of each question. As I run through these seven questions, consider how well you cover these elements with your team. Where can you make improvements?
The obvious starting point is being clear about your expectations. If you’re not clear, neither will your team members. Once you are certain about standards of performance, you need to persistently and consistently communicate them to team members.
More information can be found in Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
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You're the newly-minted CISO in your organization, charged with the (un)enviable task of improving security. Unfortunately, your superiors and peers aren't quite sure what good security looks like, what they expect to see from you, or how you should go about doing it. All the execs know for sure is that if a security breach happens, it’s definitely your fault...and if a breach never comes, they question the need for security’s budget.
It falls to you to chart your own path, and help define what good security looks like within your organization. In this session we will provide real-world examples of how the three speakers have faced this challenge in multiple organizations, what metrics were chosen to show progress, and how the speakers have gone about gathering them. You will leave this session not with abstract ivory-tower ideas on measurement, but with actionable tactics you can put in place within your own program today. This session will address:
• How to show security progress
• Presenting security to senior leadership
• Real-world security metrics
• Identifying and using easily collected data
• Aligning with existing organizational metrics
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Talk given to Sydney Ruby (a.k.a. rorosyd) on 8 July, 2014. Inspired by the discussions that ensued from DHH's provocative pronouncement that "TDD is Dead".
Building a culture of testing like lucid
Watch the webinar recording at: http://grow.kissmetrics.com/webinar-195
Developing a culture of testing is not something that happens accidentally or overnight. It can initially be difficult to justify the added effort and time required to test new ideas and changes, especially in the fast-moving startup culture. However, at Lucid Software, we have found that investing in a culture of testing is key to our sustainable growth.
Learn how we:
Started testing ideas that scared us
Scaled testing to include ideas that we “knew” were winners
Included engineering infrastructure in our testing
Tried testing everything at once and deeply regretted it
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Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
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He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
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A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
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What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
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Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
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Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
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In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
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Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
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He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
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Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
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Learning and Development: To identify and support future learning opportunities.
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Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
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We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
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It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
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SuperTeams are an extension of this idea. These teams combine people and machines to leverage their collective capabilities to solve problems, gain insights, and create value. Thomas Malone of MIT has been exploring how groups of humans and machines can work together to achieve new levels of intelligence. This is that Wilson and Daugherty of Accenture, refer to as collaborative intelligence.
Join me for an interesting overview of the new world of work that will be dominated by the SuperTeam.
This material comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
Replacing The Job Description To Accelerate Performance
The job description is no longer an effective way of capturing the work people do. What do we replace them with?
About this event
The job description, like the performance review, is a relic of the last century. Yet most organizations persist with them, even though people are frustrated by them.
If we are in any doubt about their effectiveness, why do they have a legal disclaimed at the bottom of the document? It reads something like this: "You are required to complete other duty not on this document, deemed relevant by your manager." This is furtile ground for a Dibert-like joke.
Most of us agree that a jobholder should have a work document to guide them in the work they are suppose to do. But what is it? What does it cover, and not cover? And why is the job description inadequate? I answer these questions in this session.
Jobs are disappearing, but works is not. How do we adjust to changes we are seeing in the world of work?
Please join Dr. Tim Baker, who according to Marshall Goldsmith, is one the HRs most significant authorities, for this informative session.
This information comes from Dr. Tim Baker's just released book, "The Future of Human Resources: Unlocking Human Potential."
Improve Performance by Rethinking Job Design
What is job crafting? And how does it improve performance? How can it be implemented in the workplace?
About this event
What is job crafting? And how does it improve performance? How can it be implemented in the workplace?
Our current job design (job specification) is too rigid in a dynamic work environment. Job specification is designed to get the jobholder to focus on a few tasks and not to deviate beyond their job description. This creates problems. The jobholder isn't interested in what happens outside their job specification. And this causes communication breakdowns and misunderstandings.
This presentation discussed job crafting and how it can be used to build a high performing workplace. Although a slow start, in the post-COVID environment, job crafting is gaining popularity and is a way of building engagement and accelerating performance. It is also a way to develop a more agile workforce.
Job crafting can be used in tandum with job specification. promoting job crafting will add value and create the agility necessary to deal with an ever-changing environment.
This information comes from Dr. Tim Baker's newly-released book, "The Future of Human Resources: Unlocking Human Potential."
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Modern Database Management 12th Global Edition by Hoffer solution manual.docx
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name：Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition：12th Global Edition
author：by Hoffer
ISBN：ISBN 10: 0133544613 / ISBN 13: 9780133544619
type：solution manual
format：word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
毕业原版【微信:41543339】【杜克大学毕业证(Duke毕业证)】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Maximizing Feedback for Maximum Effect
- 1. Framing Feedback For Maximum Effect Dr. Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
- 3. How do I minimize friction when giving constructive feedback?
- 6. Timing
- 7. Specific
- 8. Make your feedback specific “Overall good job on the presentation at this morning’s meeting. But it could have been better.” What is wrong with this feedback? “Great job on the presentation! I really like how you used statistics to back up your key points. One small comment: Maybe for next time would be to invite more comments from the group to get them more involved.”
- 9. Frequency
- 10. Questions
- 11. Privacy
- 14. Avoid confrontation & argument Emphasis strengths as well as weaknesses Seek out the causes
- 15. Seven Keys To Managing Expectations Dr Tim Baker Fri,August 26, 2022 10 am – 10:30am AEST https://www.eventbrite.com/e/397455489067
- 16. Amazon $25 + postage Today: $12.50 + postage Send me an email tim@winnersatwork.com.au by COB today.