DISC Profile Card Summary
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Synthetic gemstones are chemically and physically identical to natural gemstones. There are several processes used to create synthetic gemstones, including flame fusion, crystal pulling, flux growth, and hydrothermal growth. Common synthetic gemstones include alexandrite, diamond, emerald, opal, ruby, sapphire, and spinel. Synthetic gemstones are used in jewelry for fashion and sometimes for purported astrological or health benefits.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
This document provides information about mining and mineral exploration. It begins with an introduction to mining and the materials recovered through mining such as metals, coal, salt, and diamonds. It then discusses the history of mining from the Stone Age to the Iron Age. Tables show production data for various countries and Philippine reserves of metallic and non-metallic ores. The document also covers topics like prospecting methods, geological guides for prospecting, exploration techniques, and equipment used for exploration such as gravimeters, scintillometers, and seismographs.
This document discusses different personality styles and how to better understand relationships. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different traits in terms of assertiveness and responsiveness. Understanding one's own style and flexing to accommodate others' styles is key to building good relationships. People have backup styles that emerge under stress, and it's important to manage stress and avoid important decisions during backup states. Flexing one's behavior is recommended to improve relationships when they are not going well.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The Ladder of Accountability is a tool for assessing the current state of accountability in your organization. Just as Ladders have rungs, accountability has levels. Individuals who cling to the bottom of the ladder tend to avoid accountability while those who climb the ladder embrace it.
The Rungs are from bottom to Top:
Unaccountable
1. Denial - People here pretend that there is not a problem. It's not that they're unaware of the problem but willfully ignore it.
2. Blaming - People here are aware that the problem exists but deny responsibility and shift blame to others. They often tell stories of how people/situations/etc. take advantage of them.
3. Excuses - The "I Can't Stage". People here avoid responsibility by claiming confusion or incompetence. They tend to avoid tough issues and situations. They often say, "Just tell me what to do!".
4. Wait & Hope - People here know there is a problem that requires action and they choose not to act in the hope that things will magically improve.
Accountable
5. Acknowledge Reality - People Here let go of magical thinking and acknowledge the reality of circumstances or events.
6. Own-It/ Take a Position - People here own the problem and honor their commitments and responsibilities. They no longer make excuses or blame others.
7. Find/Create Solutions - People here own the problem and own the solution. They actively seek to implement solutions, and even if they can't directly do it, they will work to move those who can.
8. Implement Solutions - People here are all "on board". Whether or not they are the sole decision-maker, they assume responsibility for implementing their solutions and are committed to success.
Need help leading your organization up the ladder of accountability? We have custom learning solutions for inspiring accountability and leading confidently. Just give us a call.
P: (609) 606-9984 E: info@infoprolearning.com W: ww.infoprolearning.com
This document contains questions about various aspects of mineral exploration, including:
1) Identifying minerals based on color descriptions of outcrops.
2) Different drilling techniques used in mineral exploration such as diamond drilling and their purposes.
3) Other exploration methods involving surface mapping, geophysical surveys, geochemical sampling, and evaluating economic factors to determine a deposit's commercial potential.
Here are some potential why-why analyses for the questions provided:
Why people turnover is high in EMCO?
- Employees are overworked
- Pay/benefits are not competitive
- No growth opportunities
- Poor management/culture
Why workload is more in QF?
- Inadequate staffing levels
- Processes not optimized
- Unclear responsibilities
- Too many changes/priorities
Why PPM in QF is not effective?
- Lack of commitment from leadership
- No accountability for completion
- Tasks not prioritized
- Resources/training insufficient
Why Rajnikant is too famous?
- Excellent acting skills
- Charismatic
Synthetic gemstones are chemically and physically identical to natural gemstones. There are several processes used to create synthetic gemstones, including flame fusion, crystal pulling, flux growth, and hydrothermal growth. Common synthetic gemstones include alexandrite, diamond, emerald, opal, ruby, sapphire, and spinel. Synthetic gemstones are used in jewelry for fashion and sometimes for purported astrological or health benefits.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
This document provides information about mining and mineral exploration. It begins with an introduction to mining and the materials recovered through mining such as metals, coal, salt, and diamonds. It then discusses the history of mining from the Stone Age to the Iron Age. Tables show production data for various countries and Philippine reserves of metallic and non-metallic ores. The document also covers topics like prospecting methods, geological guides for prospecting, exploration techniques, and equipment used for exploration such as gravimeters, scintillometers, and seismographs.
This document discusses different personality styles and how to better understand relationships. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different traits in terms of assertiveness and responsiveness. Understanding one's own style and flexing to accommodate others' styles is key to building good relationships. People have backup styles that emerge under stress, and it's important to manage stress and avoid important decisions during backup states. Flexing one's behavior is recommended to improve relationships when they are not going well.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The Ladder of Accountability is a tool for assessing the current state of accountability in your organization. Just as Ladders have rungs, accountability has levels. Individuals who cling to the bottom of the ladder tend to avoid accountability while those who climb the ladder embrace it.
The Rungs are from bottom to Top:
Unaccountable
1. Denial - People here pretend that there is not a problem. It's not that they're unaware of the problem but willfully ignore it.
2. Blaming - People here are aware that the problem exists but deny responsibility and shift blame to others. They often tell stories of how people/situations/etc. take advantage of them.
3. Excuses - The "I Can't Stage". People here avoid responsibility by claiming confusion or incompetence. They tend to avoid tough issues and situations. They often say, "Just tell me what to do!".
4. Wait & Hope - People here know there is a problem that requires action and they choose not to act in the hope that things will magically improve.
Accountable
5. Acknowledge Reality - People Here let go of magical thinking and acknowledge the reality of circumstances or events.
6. Own-It/ Take a Position - People here own the problem and honor their commitments and responsibilities. They no longer make excuses or blame others.
7. Find/Create Solutions - People here own the problem and own the solution. They actively seek to implement solutions, and even if they can't directly do it, they will work to move those who can.
8. Implement Solutions - People here are all "on board". Whether or not they are the sole decision-maker, they assume responsibility for implementing their solutions and are committed to success.
Need help leading your organization up the ladder of accountability? We have custom learning solutions for inspiring accountability and leading confidently. Just give us a call.
P: (609) 606-9984 E: info@infoprolearning.com W: ww.infoprolearning.com
This document contains questions about various aspects of mineral exploration, including:
1) Identifying minerals based on color descriptions of outcrops.
2) Different drilling techniques used in mineral exploration such as diamond drilling and their purposes.
3) Other exploration methods involving surface mapping, geophysical surveys, geochemical sampling, and evaluating economic factors to determine a deposit's commercial potential.
Here are some potential why-why analyses for the questions provided:
Why people turnover is high in EMCO?
- Employees are overworked
- Pay/benefits are not competitive
- No growth opportunities
- Poor management/culture
Why workload is more in QF?
- Inadequate staffing levels
- Processes not optimized
- Unclear responsibilities
- Too many changes/priorities
Why PPM in QF is not effective?
- Lack of commitment from leadership
- No accountability for completion
- Tasks not prioritized
- Resources/training insufficient
Why Rajnikant is too famous?
- Excellent acting skills
- Charismatic
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
This document discusses the importance of customer service excellence. It provides definitions of customer service, discusses how perception impacts customer experience, and identifies elements that can improve or hinder customer service like managing expectations, the customer experience, recovery from mistakes, teamwork, continuous improvement, and dealing with difficult customers. The document encourages staff to think about how they can better serve customers through small acts and reinventing their approach on a regular basis without spending money. It concludes by asking if attendees now have a shared understanding of customer service and ideas to implement better service at their club.
Gold is a bright yellow, soft metal that occurs naturally in rocks and alluvial deposits. It is mined through both placer mining, where gold is extracted from loose sediment, and hard rock mining, where gold is encased in rock. Hard rock mining techniques include both open-pit and underground mining. Once extracted, gold is further refined through processes like electrolysis or chlorination to achieve higher purity for industrial and commercial applications such as jewelry, investments, and dentistry.
Custom fine jewelry brought to you from the depth of earth's crust- refined, polished, curated, and handpicked. At Chordia Jewels, we don't just craft Jewelry but a story, a legacy, a Jewelry narrative that goes along with you for your entire life and more. Our craftsmanship combined with the brilliance of precious stones results in spectacular ornaments.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
This document provides tips and techniques for closing sales. It discusses what closing a sale entails, which is getting the buyer to agree to or commit to a deal. Some key tips for closing a sale discussed are tuning into buying signals from the customer, using silence effectively after asking a closing question, helping the customer make a decision, using the right closing vocabulary, and ensuring the sale is properly closed. It emphasizes the importance of closing as a critical part of the selling process.
The document provides guidance for developing strong facilitation skills to effectively guide group meetings and discussions. It outlines key principles like drawing out diverse opinions, focusing on objectives, and remaining impartial. Good facilitators understand the group's goals, keep the meeting on track and agenda, and ensure all members participate and decisions are made democratically. Planning the logistics and establishing clear ground rules are also important for facilitating productive meetings. The document advises addressing any disruptions respectfully and only as a last resort removing disruptive members if they prevent the group from accomplishing its goals.
This document provides a classification of metamorphic rocks based on their texture and composition. It discusses foliated metamorphic rocks such as slate, phyllite, schist and gneiss which are classified according to their cleavage, schistosity or gneissose structure. Non-foliated rocks include granofels and hornfels. Specific metamorphic rock types described include marble, quartzite, greenschist, amphibolite, serpentinite and eclogite. Additional modifiers note porphyroblastic textures or augen structure. High strain rocks formed in shear zones are also discussed.
The document provides information on how to effectively plan and conduct meetings. It discusses characteristics of negative meetings such as drifting off topic, lack of preparation, and lack of participation. It also outlines what people look for in effective meetings, such as allowing participation, defining the purpose, and assigning follow up actions. The document provides tips for meeting preparation, conduct, and dealing with disruptive behaviors. It emphasizes starting and ending on time, keeping to the agenda, and having fun.
The chlorite group is a group of phyllosilicate minerals composed mainly of magnesium, iron, and aluminum. Chlorite has a monoclinic crystal structure and perfect cleavage. The most common chlorite group members are clinochlore, which is magnesium-rich, chamosite, which is iron-rich, nimite, which is nickel-rich, and pennantite, which is manganese-rich. Chlorite is commonly found in metamorphic rocks and as a secondary mineral formed from the alteration of other minerals in igneous rocks. It has no significant industrial uses but may be present as a constituent of crushed stone.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
How to win customers and keep them for lifeVinay Sekhar
The document provides guidance on how to win and keep customers. It discusses focusing on helping customers rather than selling, understanding that customers buy based on emotions and solving problems. It emphasizes asking the right questions to understand customer needs and wants. Throughout customer interactions, the key is to exceed expectations, solve problems, welcome complaints as improvement opportunities, and turn unhappy customers into loyal ones by making things right. The overarching message is that rewarding and caring for customers through every "moment of truth" is vital for business success and retention.
This document provides an introduction to metamorphic petrology. It defines metamorphism as the changes rocks undergo from different physicochemical conditions below the Earth's surface. Metamorphism results in mineral and textural changes as the rock equilibrates to new conditions. Metamorphic reactions and facies are discussed, as well as the different types of metamorphism including contact, regional, and subduction metamorphism. Mapping techniques involving index minerals are also summarized.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Metamorphic rocks-Definition, Formation, ClassificationDelince Samuel
The document discusses metamorphism, which is the transformation of rocks due to changes in chemical and physical conditions. Metamorphic rocks form from the alteration of pre-existing igneous, sedimentary, or other metamorphic rocks (called protoliths) due to heat, pressure, and chemically active fluids. Metamorphism can be divided into contact metamorphism near magma intrusions and regional metamorphism caused by heat and pressure at depth over large areas. The degree and type of metamorphism determines the texture and mineral composition of the resulting rock.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. The assessment identifies David's top 5 CliftonStrengths themes as: 1) Harmony, 2) Responsibility, 3) Arranger, 4) Belief, and 5) Developer. For each theme, the document provides a description of how the theme can help David thrive, insights into why that theme is unique to David based on his assessment responses, suggestions for how David can take action to maximize his potential using that theme, and potential blind spots to watch out for. The document is intended to help David understand and apply his natural talents to be his best self.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. It lists David's top 5 CliftonStrengths themes as Harmony, Responsibility, Arranger, Belief, and Developer. For each of David's top two strengths, Harmony and Responsibility, the document describes how David can thrive using these strengths, why they are unique to him, why he succeeds using them, and actions he can take to maximize their potential. It cautions him to watch out for potential blind spots related to each strength. The document is intended to help David understand and apply his strengths.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
This document discusses the importance of customer service excellence. It provides definitions of customer service, discusses how perception impacts customer experience, and identifies elements that can improve or hinder customer service like managing expectations, the customer experience, recovery from mistakes, teamwork, continuous improvement, and dealing with difficult customers. The document encourages staff to think about how they can better serve customers through small acts and reinventing their approach on a regular basis without spending money. It concludes by asking if attendees now have a shared understanding of customer service and ideas to implement better service at their club.
Gold is a bright yellow, soft metal that occurs naturally in rocks and alluvial deposits. It is mined through both placer mining, where gold is extracted from loose sediment, and hard rock mining, where gold is encased in rock. Hard rock mining techniques include both open-pit and underground mining. Once extracted, gold is further refined through processes like electrolysis or chlorination to achieve higher purity for industrial and commercial applications such as jewelry, investments, and dentistry.
Custom fine jewelry brought to you from the depth of earth's crust- refined, polished, curated, and handpicked. At Chordia Jewels, we don't just craft Jewelry but a story, a legacy, a Jewelry narrative that goes along with you for your entire life and more. Our craftsmanship combined with the brilliance of precious stones results in spectacular ornaments.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
This document provides tips and techniques for closing sales. It discusses what closing a sale entails, which is getting the buyer to agree to or commit to a deal. Some key tips for closing a sale discussed are tuning into buying signals from the customer, using silence effectively after asking a closing question, helping the customer make a decision, using the right closing vocabulary, and ensuring the sale is properly closed. It emphasizes the importance of closing as a critical part of the selling process.
The document provides guidance for developing strong facilitation skills to effectively guide group meetings and discussions. It outlines key principles like drawing out diverse opinions, focusing on objectives, and remaining impartial. Good facilitators understand the group's goals, keep the meeting on track and agenda, and ensure all members participate and decisions are made democratically. Planning the logistics and establishing clear ground rules are also important for facilitating productive meetings. The document advises addressing any disruptions respectfully and only as a last resort removing disruptive members if they prevent the group from accomplishing its goals.
This document provides a classification of metamorphic rocks based on their texture and composition. It discusses foliated metamorphic rocks such as slate, phyllite, schist and gneiss which are classified according to their cleavage, schistosity or gneissose structure. Non-foliated rocks include granofels and hornfels. Specific metamorphic rock types described include marble, quartzite, greenschist, amphibolite, serpentinite and eclogite. Additional modifiers note porphyroblastic textures or augen structure. High strain rocks formed in shear zones are also discussed.
The document provides information on how to effectively plan and conduct meetings. It discusses characteristics of negative meetings such as drifting off topic, lack of preparation, and lack of participation. It also outlines what people look for in effective meetings, such as allowing participation, defining the purpose, and assigning follow up actions. The document provides tips for meeting preparation, conduct, and dealing with disruptive behaviors. It emphasizes starting and ending on time, keeping to the agenda, and having fun.
The chlorite group is a group of phyllosilicate minerals composed mainly of magnesium, iron, and aluminum. Chlorite has a monoclinic crystal structure and perfect cleavage. The most common chlorite group members are clinochlore, which is magnesium-rich, chamosite, which is iron-rich, nimite, which is nickel-rich, and pennantite, which is manganese-rich. Chlorite is commonly found in metamorphic rocks and as a secondary mineral formed from the alteration of other minerals in igneous rocks. It has no significant industrial uses but may be present as a constituent of crushed stone.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
How to win customers and keep them for lifeVinay Sekhar
The document provides guidance on how to win and keep customers. It discusses focusing on helping customers rather than selling, understanding that customers buy based on emotions and solving problems. It emphasizes asking the right questions to understand customer needs and wants. Throughout customer interactions, the key is to exceed expectations, solve problems, welcome complaints as improvement opportunities, and turn unhappy customers into loyal ones by making things right. The overarching message is that rewarding and caring for customers through every "moment of truth" is vital for business success and retention.
This document provides an introduction to metamorphic petrology. It defines metamorphism as the changes rocks undergo from different physicochemical conditions below the Earth's surface. Metamorphism results in mineral and textural changes as the rock equilibrates to new conditions. Metamorphic reactions and facies are discussed, as well as the different types of metamorphism including contact, regional, and subduction metamorphism. Mapping techniques involving index minerals are also summarized.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Metamorphic rocks-Definition, Formation, ClassificationDelince Samuel
The document discusses metamorphism, which is the transformation of rocks due to changes in chemical and physical conditions. Metamorphic rocks form from the alteration of pre-existing igneous, sedimentary, or other metamorphic rocks (called protoliths) due to heat, pressure, and chemically active fluids. Metamorphism can be divided into contact metamorphism near magma intrusions and regional metamorphism caused by heat and pressure at depth over large areas. The degree and type of metamorphism determines the texture and mineral composition of the resulting rock.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. The assessment identifies David's top 5 CliftonStrengths themes as: 1) Harmony, 2) Responsibility, 3) Arranger, 4) Belief, and 5) Developer. For each theme, the document provides a description of how the theme can help David thrive, insights into why that theme is unique to David based on his assessment responses, suggestions for how David can take action to maximize his potential using that theme, and potential blind spots to watch out for. The document is intended to help David understand and apply his natural talents to be his best self.
This document provides the results of a CliftonStrengths assessment for an individual named David Carter. It lists David's top 5 CliftonStrengths themes as Harmony, Responsibility, Arranger, Belief, and Developer. For each of David's top two strengths, Harmony and Responsibility, the document describes how David can thrive using these strengths, why they are unique to him, why he succeeds using them, and actions he can take to maximize their potential. It cautions him to watch out for potential blind spots related to each strength. The document is intended to help David understand and apply his strengths.
The document provides various management tips for managing yourself, your team, and your business. Some key tips for managing yourself include creating a leadership vision for 2025, pretending you have what you want to act confidently, and taking responsibility for your own growth through learning experiences. For managing teams, tips include becoming an inspirational leader by showing humility, giving employees what they need for motivation, and assigning tasks to individuals to avoid lack of accountability. Managing a business tips include assessing change readiness, failing cheaply through small experiments, and improving customer service through transparency and emotional connections.
The document discusses the importance of dreams, communication, self-awareness and problem solving for growing your business. It emphasizes having aspirations, commitment, flexibility and strategies. It also discusses DISC assessments to understand communication styles and increase understanding between coworkers. The goal is to recognize strengths, adaptability and fill gaps to improve teamwork, collaboration and the organizational environment.
People who do not take responsibility for their work can negatively impact their team. To address this, managers should first ensure team members have the necessary resources to do their jobs. They should also clearly communicate roles and responsibilities. Managers can then re-engage people by connecting their work to their values and building self-confidence. Helping team members take control of their work in smaller, achievable steps can increase responsibility. Micromanaging should be avoided, and praise given for responsible actions. Using these strategies can help most people improve, though some may not be ready for the responsibilities of their roles.
The document discusses the five key skills, or "Five C's", for effective people management: Create, Comprehend, Communicate, Collaborate, and Confront. It describes each C in detail. Create involves recruiting the right people and providing training. Comprehend means understanding individuals' personalities and motivations. Communicate is conveying needs clearly to the team. Collaborate is sharing responsibility and delegating. Confront is addressing conflicts directly to avoid resentment. The Five C's form a holistic approach that delivers results through developing motivated employees.
The document provides advice on how to effectively lead others and deal with difficult people. It discusses essential leadership attributes like providing feedback, listening, getting the right balance of delegation and involvement, modeling good behavior, focusing conversations on solutions, setting clear objectives, and developing others through training. The key is communicating positively, addressing problems respectfully in private, understanding different perspectives, and gaining commitment to constructive change.
Motivating employees, setting achievable goals, delegating tasks, communicating effectively, and treating all employees equally are keys to being a better manager. A good manager motivates employees by understanding what keeps them engaged. They set measured goals that are likely to be exceeded rather than unrealistic targets. Important tasks are delegated to empower employees while coaching them. An open communication style helps managers address issues quickly. And favoritism is avoided by recognizing all staff contributions equally.
Are you indispensable to your team? When team collaboration hums at the highest levels, projects win industries, businesses thrive and the individuals develop skills that everyone wants. To be one of these top-performing team members, here are 13 tips to help build your teamwork skills.
The document provides tips for new managers on how to succeed in their new role. It advises managers to enable their team to do the work instead of doing it all themselves, listen more than talking, make quick wins a priority, avoid overconfidence, and focus on their team's success rather than themselves. The document emphasizes building strong connections with their team through weekly meetings, following through on commitments, and preparing for tough conversations.
Score InterpretationScoreComment12-20You most commonly ado.docxjeffsrosalyn
Score Interpretation
Score
Comment
12-20
You most commonly adopt an authoritarian or autocratic leadership style. You rarely consult your team members and, instead, tend to tell them what you want, when you want it, and how you want it done.
This style works well in a crisis, when a task must be completed quickly. However, you'll likely demoralize, demotivate and aggravate people if you use it all the time. This can translate into high absenteeism and turnover rates. You'll also miss out on a wealth of ideas, thereby stifling innovation and creativity. Read more below.
21-27
You lean toward a democratic or participative style of leadership. You tend to set the parameters for the work and have the final say on decisions, but you actively involve your team members in the process.
This style can build trust between you and your people, as they'll likely feel engaged and valued. But it's not great in a high-pressure situation that requires a fast turnaround, as it will slow you down. And, if you dislike disagreement or conflict, you might struggle with how people respond to consultation. Read more below.
28-36
Your default leadership style is probably delegating or "laissez faire." You give your team members free rein in how they work toward their goals.
This is an ideal approach when your people are highly skilled and motivated, and when you're working with contractors and freelancers who you trust. But if a team member is inexperienced or untrustworthy, or if you lose sight of what's going on, this approach can backfire catastrophically. Read more below.
Do you believe that you can adapt your style? Harvard University professor Ron Heifetz and leadership experts David Rooke and William Torbert say that you can. So let's look in more depth at Lewin's leadership styles, their strengths and risks, and how you might become more skillful in using them.
Authoritarian, Autocratic Leadership
This approach is helpful when your team needs to follow a process "to the letter," to manage a significant risk. It's also effective when you need to be hands-on with people who miss deadlines, in departments where conflict is an issue, or in teams that rely on quick decisions being made.
But you need to be aware that relying on control and punishment to maintain standards will likely drive people away. Similarly, if you always demand that your team works at top speed, you can end up exhausting everyone.
Instead, you can show respect for team members by providing the rationale for your decisions. And they will more likely comply with your expectations if you take the trouble to explain Why the Rules Are There .
You can improve your ability to "lead from the front" by Planning for a Crisis , Thinking on Your Feet , and making good decisions under pressure . But be sure to balance these skills with an awareness of their potential negative impact on creativity, ideas gathering, motivation, and trust within the team.
Being too autocratic can also mean that you'll fi.
This document provides guidance on how to motivate employees in 3 key areas:
1) Understanding individual needs and priorities to align employees' goals with the business. This includes giving employees responsibility, freedom to choose goals, and acknowledging different motivations like recognition or new challenges.
2) Building trust and teamwork through open communication, praise for achievements, and treating employees as partners rather than using fear or blame.
3) Helping employees develop skills and providing support that matches their competence, from clear instruction to coaching to trusting independent work. The overall goal is engaging and retaining talented staff.
This document provides an overview of establishing a social media presence. It discusses establishing foundations like goals and best practices. It also covers building tools like dashboards and editorial calendars. The presentation emphasizes focusing on relationships, listening to conversations, and integrating social media with other channels. It recommends starting small, evaluating progress, and involving the community in content creation.
The document provides an overview of a leadership fundamentals training session. The session includes an opening prayer and message, objectives to assess leadership readiness and improve skills. Characteristics of good leaders are discussed, including being a good listener, focused, organized, available, inclusive of others, decisive, and confident. Key leadership qualities like problem solving, decision making, accountability, and people management are also covered. The document outlines strategies for dealing with different personality types on a team, such as overly talkative, quiet, arguing, and complaining members.
This document discusses leadership competencies and provides an overview of the nine key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It defines each competency and provides tips on how to improve or apply each one to become an effective leader. The overall message is that developing these nine competencies, in addition to traditional management skills, allows one to act as a true leader in any situation.
This document discusses leadership competencies and provides an overview of an effective leadership model. The model is built on management skills and financial acumen, with nine key leadership competencies forming the "capstone". These nine competencies are passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. The document then provides explanations and examples for developing each competency.
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
This document discusses strategies for coaching employees to break the "law of limited performance". It begins by listing some myths about a manager's role and an employee's potential. It then provides strategies for managers to balance running operations with coaching, model good behavior, break employees' perceived limitations, coach all employees regardless of performance, and conduct coaching conversations calmly and collaboratively. The overall message is that coaching employees is important for development and helps them contribute more, and with the right support everyone is capable of growth.
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy.
Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
Similar to Maxwell Method of Disc profile-cards-v2 (20)
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Cover Story - China's Investment Leader - Dr. Alyce SU
Maxwell Method of Disc profile-cards-v2
1. STRENGTHS
Δ
Δ Confident and driven
Δ
Δ Results-oriented
Δ
Δ Thrives on challenge
Δ
Δ Decisive
Δ
Δ Action taker
WEAKNESSES
∇
∇ Impatient and
argumentative
∇
∇ Overpowering
∇
∇ Dislikes routine
∇
∇ Workaholic
∇
∇ Ego
TO STAY FOCUSED,
YOU NEED
»
» Challenge
»
» Control
MOTIVATION
»
» Motivated by challenge
and control
»
» When stalled, jump
start your activity
by engaging in a
competition.
CORRECT YOUR BLIND SPOT
»
» Put people before
goals.
»
» Listen to other people’s
ideas and opinions.
KEY STRENGTHS
TO LEVERAGE
¬
¬ Motivating people to
action
¬
¬ Decisiveness
If you FEAR you are LOSING
CONTROL or BEING TAKEN
ADVANTAGE OF, you will
attempt to DOMINATE.
D
OUTGOING »»TASK-FOCUSED
As a D, you aspire for those
with whom you work to have
an immediate result so they are
aligned more closely with you.
You tend to provide an
opportunity for a “small win” so
they feel content and look to
you for further leadership.
Be sure to inspire and
not intimidate, and you
will move into your key
strengths.
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
2. D
Lighten up in their presence and make the work
enjoyable. Remember to smile! Negotiate commitments
and goals with a degree of flexibility as to how they are
completed.
Understand each other’s boundaries of authority
and expertise. If you have mutual respect, you will
experience great results with little to no conflict.
Avoid being confrontational. Recognize their great work.
Use a friendly, conversational tone. Be relaxed in your
approach.
Provide facts and details. Expect and answer questions.
Stop looking at their questions as if they are questioning
you; they are merely gathering information. Allow them
time to process thoughts before responding.
As a D,
here is how
to connect
with a:
D
I
S
C
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
3. STRENGTHS
Δ
Δ Friendly
Δ
Δ Talkative
Δ
Δ Adaptable
Δ
Δ Optimistic
Δ
Δ Encouraging
WEAKNESSES
∇
∇ Difficulty with follow-through
∇
∇ Inattentive to details
∇
∇ Easily distracted
∇
∇ More concerned with
popularity than results
∇
∇ Tendency to over-promise
and under-deliver
TO STAY FOCUSED,
YOU NEED
»
» Acceptance and
appreciation
»
» Freedom to express yourself
verbally and creatively
MOTIVATION
»
» Motivated by recognition,
popularity and approval
»
» If you are stalled, consider
moving an item forward by
breaking it down into smaller
steps and engage with people
after each step to present
some of the information. This
will energize you to take the
next step.
CORRECT YOUR BLIND SPOT
»
» Listen more.
»
» Focus on deadlines/
milestones.
KEY STRENGTHS TO LEVERAGE
¬
¬ Ability to connect quickly
with others
¬
¬ Ability to inspire others
to action
If you FEAR you are NOT ACCEPTED AND
APPRECIATED, you will DO EVEN MORE TO GET
ATTENTION.
I
OUTGOING »»PEOPLE-FOCUSED
As an I, you have a natural
ability to relate. You are great
at making contact with people
and initiating relationships.
This is a key strength.
Be sure to have systems or
support in place to ensure
timely and effective follow-
through to position yourself
for true success.
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
4. I
Be your friendly self. Acknowledge each other’s
accomplishments. Be sure to listen and follow up on the
details.
Be direct. Get to the point quickly. Deal with issues in a
straightforward way. Negotiate commitments and goals
and deliver as promised.
Slow your pace. Be easygoing, congenial and show
appreciation for them as a person. Respect their
strengths of organization and systems and allow them
time to plan.
Do not be overly chatty. Prepare facts in advance and be sure
they are accurate. Expect questions and get back to them with
answers when necessary. Give them time to make a decision. In a
conversation, stay on topic and pause to give them time to provide
a reflective answer.
As an I,
here is how
to connect
with a:
D
I
S
C
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
5. STRENGTHS
Δ
Δ Reliable
Δ
Δ Loyal
Δ
Δ Systematic
Δ
Δ Good listener
Δ
Δ Mediator
WEAKNESSES
∇
∇ Lack of self-motivation
∇
∇ Resistant to change
∇
∇ Sensitive
∇
∇ Difficulty establishing
priorities
∇
∇ Avoids confrontation
TO STAY FOCUSED,
YOU NEED
»
» Security
»
» Appreciation
MOTIVATION
»
» Motivated by security and feeling
appreciated
»
» When you are stalled, consider a
mentor to review what you have
completed and provide you with
the appreciation and assurance
needed to continue. Don’t put off
showing them the whole project;
share it in small sections so you
receive multiple assurances while
methodically moving through your
action item without pressure to
complete it in one sitting.
CORRECT YOUR BLIND SPOT
»
» Learn to accept change.
»
» Balance the needs of others with
your own.
KEY STRENGTHS TO LEVERAGE
¬
¬ Helping people feel comfortable
¬
¬ Finding middle ground
If you FEAR you are NOT SECURE, you will
WITHDRAW FROM THE SITUATION.
S
RESERVED »»PEOPLE-FOCUSED
As an S, you make sure a group
is relaxed and comfortable.
Mediating problems is also
one of your key strengths.
Your ability to be
transparent and authentic
with people resonates best
with them.
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
6. S
Be friendly and complimentary and listen to their
ideas. Recognize their accomplishments. Share in their
excitement.
Be more assertive than is comfortable for you. Deal with
issues in a straightforward way and quicken your normal
pace. Focus on facts more than feelings. Use your ability
to systematize to deliver results efficiently.
Express appreciation for them and make it a friendly
atmosphere. Foster the mutual trust and team approach
you both enjoy. Collaborate on planning, systems and
technology to create efficiencies.
Enter through the door of logic and not relationship so your
feelings don’t get hurt. Slow your pace and communicate on one
topic at a time. Do your homework and bring facts. Expect them to
ask questions so they can gather more information, and provide
them time to evaluate data before making a decision.
As an S,
here is how
to connect
with a:
D
I
S
C
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
7. STRENGTHS
Δ
Δ Analytical problem solver
Δ
Δ Organized, scheduled
Δ
Δ Creative
Δ
Δ Quality-focused
Δ
Δ Precise
WEAKNESSES
∇
∇ May over-analyze and
under-react
∇
∇ Perfectionism, fear of
failure
∇
∇ Isolation
∇
∇ Inflexibility
∇
∇ Resistant to change
TO STAY FOCUSED,
YOU NEED
»
» Quality, accuracy and
clear expectations
»
» Time to think and quiet
space
MOTIVATION
»
» Motivated by excellence and
value
»
» If you find yourself stalled, seek
the advice of a D- and C-wired
mentor who can help you find
a balance between perfection
and execution. Strive for
progress, not perfection.
CORRECT YOUR BLIND SPOT
»
» Focus on excellence, not
perfection.
»
» Set time limits for analysis in
order to reach deadlines.
KEY STRENGTHS TO LEVERAGE
¬
¬ Ability to create logical order
¬
¬ Creativity
If you FEAR you are BEING CRITICIZED, you will
ANALYZE MORE and TAKE LESS ACTION.
C
RESERVED »»TASK-FOCUSED
As a C, you have the ability to
create order, and that is a key
strength that many individuals
and companies want and need.
Lean into this key strength as
you execute, remembering
you can always go back and
make it better.
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD
The key is creating and
executing the plan, while
tweaking along the way.
8. C
Be friendly, complimentary and interactive. Talk about
something personal before business. It is better to have
four 10-minute discussions on four different topics than
one 40-minute discussion on all four topics.
Be direct and brief, and focus on results. Communicate
with bullet point emails. Negotiate commitments and
goals. Respect their need to work fast while ensuring the
work is done right.
Focus on the friendship first and tasks second. Express
appreciation for what they do. Establish a relationship before
expecting trust. Allow their people focus to complement
your task focus to create balance within the team.
Enjoy trading facts and gathering additional information.
Appreciate their focus. Ask for their expert opinion or input and
collaborate to solve challenging problems that require analysis.
Practice agreeing to disagree in some areas where you each have
valid arguments.
As a C,
here is how
to connect
with a:
D
I
S
C
The
MAXWELL
DISC
METHOD
The
MAXWELL
DISC
METHOD