MENTORS BEWARE! The Rules are Changing
It’s true. The already steep responsibility of mentorship is getting steeper. Not because the need for mentors has changed. It hasn’t. In fact, we need mentors more than ever before. It’s the changing environment that is “changing all the rules” for mentors.
This presentation explores the differences between the "Coaching TRANSACTION" and the "Mentoring BIG PICTURE."
Social, Now? What Will (Finally) Change the World of Work?Tim Walters, Ph.D.
Tim Walters: Despite great enthusiasm and some positive results, enterprise social tools and practices have failed to make a significant impact in terms of implementations, adoption, regular use, or business results. In this (abridged) keynote presentation from the Social Now conference in Amsterdam (April 2014), I argue that enterprise social will continue to falter as long as the focus is on 1) the tools and practices (the "build it and they will come" fallacy) or 2) the benefits for the employees (the "it's all about the people" fallacy). Rather, social business will flourish when it is used to address a fundamental shift in business conditions -- namely, the empowerment of consumers and the consequent need for all firms to master customer experience management (CEM).
A presentation on how radical business can help solve the great problems of our time based on my book Culture Shock - https://bitly.com/KZmFkI.
Delivered in Moscow to 800 mad ambitious AISEC students.
The GROW coaching model provides a clear and simple approach to strategic planning to identify actionable path forward toward one's goals and desired future. The Four Steps of GROW are Goal, Reality, Options and Way.
* Where do you want to go?
* Where are you?
* What can you do?
* What will you do?
What is the difference between coaching and mentoring?The Pathway Group
The difference between Coaching and Mentoring, Table 1: Differences between Mentoring and Coaching
Mentoring, difference between coaching and mentoring in difference between coaching and mentoring with examples
difference between coaching and mentoring and training
difference between coaching and mentoring ppt, coaching training providers in birmingham uk
In PAREF schools, Peer Coaching is done by senior staff in dealing closely, one-on-one with the dads, in an effort to make the dads aligned with the character formation being done with their kids.
A training for high school students interested in being peer mentors. The training covers the roles of a mentor, relationship boundaries, communication techniques, and problem solving skills.
Social, Now? What Will (Finally) Change the World of Work?Tim Walters, Ph.D.
Tim Walters: Despite great enthusiasm and some positive results, enterprise social tools and practices have failed to make a significant impact in terms of implementations, adoption, regular use, or business results. In this (abridged) keynote presentation from the Social Now conference in Amsterdam (April 2014), I argue that enterprise social will continue to falter as long as the focus is on 1) the tools and practices (the "build it and they will come" fallacy) or 2) the benefits for the employees (the "it's all about the people" fallacy). Rather, social business will flourish when it is used to address a fundamental shift in business conditions -- namely, the empowerment of consumers and the consequent need for all firms to master customer experience management (CEM).
A presentation on how radical business can help solve the great problems of our time based on my book Culture Shock - https://bitly.com/KZmFkI.
Delivered in Moscow to 800 mad ambitious AISEC students.
The GROW coaching model provides a clear and simple approach to strategic planning to identify actionable path forward toward one's goals and desired future. The Four Steps of GROW are Goal, Reality, Options and Way.
* Where do you want to go?
* Where are you?
* What can you do?
* What will you do?
What is the difference between coaching and mentoring?The Pathway Group
The difference between Coaching and Mentoring, Table 1: Differences between Mentoring and Coaching
Mentoring, difference between coaching and mentoring in difference between coaching and mentoring with examples
difference between coaching and mentoring and training
difference between coaching and mentoring ppt, coaching training providers in birmingham uk
In PAREF schools, Peer Coaching is done by senior staff in dealing closely, one-on-one with the dads, in an effort to make the dads aligned with the character formation being done with their kids.
A training for high school students interested in being peer mentors. The training covers the roles of a mentor, relationship boundaries, communication techniques, and problem solving skills.
Mentoring has an invaluable role to play in developing leaders in your organisation. This Slideshare outlines some tools and techniques to make mentoring relationships more effective.
To find out more about how you can use mentoring as part of your Talent Development Strategy, download your FREE Talent Development Audit at www.antoinetteoglethorpe.com/talent-development-audit
The Audit will help you assess how effective your talent development strategy. Learn how to increase your competitive advantage; engage, retain and develop your best people; and save serious amounts of time and money.
Download your FREE Talent development Audit at http://www.antoinetteoglethorpe.com/talent-development-audit/
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Are you a Coach, a Consultant or a Mentor?Coffee Talk
On asking around or searching online, one will find that the Coach is more than just a Coach and a Scrum Master’s role is not limited to removing impediments. They have motivational, consultative, facilitation and educational roles. And what more, they have to switch hats multiple times based on the needs and situations in a given team.
In this talk Deepak Gururaja will help us in distinguishing between theses situations and the switch of roles a Change-agent has to make accordingly.
Understanding the power of the Shaklee Dream PlanCindy McAsey
The Shaklee Dream Plan was introduced to the Shaklee Field in 2010, after several years of research. Shaklee top distributors are benefiting from this amazing compensation plan. Jim Burke one of the top income earners in Shaklee walks you through how the Dream Plan works. To plug into his live presenation, give me a call at 888-272-6701 and I will get you the details.
8/28/2019 SafeAssign Originality Report
https://courserooma.capella.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_197709_1&paperId=2057459704&&attemptId=ef44cf28-bf0c-4… 1/11
BUS-FP3012_006495_1_1195_OEE_02 - BUS-FP3012 - SUMMER 2019 - SECTION 02
[u04a1] Leadership Strengths
Latoya Wilson
on Mon, Aug 19 2019, 12:40 PM
38% highest match
Submission ID: ef44cf28-bf0c-4215-b3a3-d34eba84677a
Attachments (1)
BUS_FP3012_W ilsonLatoya_Assessment4-1.docx
Running head: LEADERSHIP STRENGTHS
1 LEADERSHI P STRENGTHS 7
Leadership Strengths Latoya Wilson
2 CAPELLA UNI VERSI TY AUGUST 19, 2019
3 LEADERSHI P STYLE AS REPRESENTED BY I NDI VI DUAL STRENGTHS.
Leadership is a paramount part for any organization. After an in-depth analysis of the individual
SWOT analysis, the different aspects point towards transformational leadership. Through the
analysis, I realized that I am best suited to lead people using transformational leadership style.
The greatest strengths exhibited from the analysis and reflected from the leadership style is good
communication skills, listening skills and conflict resolution skills. 4 COMMUNI CATI ON I S
AN I NTEGRAL PORTI ON I N ANY ENTI TY (CARREI RO & OLI VEI RA, 2019).
COMMUNI CATI ON I S AN I MPORTANT COMPONENT I N ANY ORGANI ZATI ON.
(http://safeassign.blackboard.com/)
BUS_FP3012_WilsonLatoya_Assessment4-1.docx
Word Count: 1,047
Attachment ID: 2057459704
38%
http://safeassign.blackboard.com/
8/28/2019 SafeAssign Originality Report
https://courserooma.capella.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_197709_1&paperId=2057459704&&attemptId=ef44cf28-bf0c-4… 2/11
THROUGH PROPER COMMUNI CATI ON, I CAN MAKE SOLI D DECI SI ONS I N
ORDER TO ENSURE POSI TI VE ADVANCEMENT I N THE ORGANI ZATI ON. ALL
WORKI NG MEMBERS OF AN ORGANI ZATI ON ARE I NVOLVED I N ALL FORMS OF
COMMUNI CATI ON I N THE OFFI CE AND THEY SHOULD THEREFORE BE WELL
EQUI PPED WI TH VI TAL COMMUNI CATI ON TOOLS. As such, I use my communication
skills to enhance transformational leadership. 4 I AM A GOOD LI STENERS WHO I S ABLE
TO CLOSELY ADDRESS PRESSI NG I SSUES I N MY TEAM. LI STENI NG SKI LLS
HELP ME I N I NCREASI NG THE CHANCES OF ACHI EVI NG THE SET GOALS.
BETTER LI STENI NG I S ALSO I NTEGRAL I N DECI SI ON MAKI NG AND
I NCREASI NG THE LEVEL OF TRUST AND CONFI DENCE AMONG THE
EMPLOYEES. AS AN EFFECTI VE TRANSFORMATI ONAL LEADER, I POSSESS THE
POWER TO LI STEN ACTI VELY WI THOUT I NTERRUPTI NG THE BEARER OF
I NFORMATI ON. I NABI LI TY TO LI STEN DUE TO LANGUAGE DI FFERENCES HAS
BEEN PROVEN TO BE A MAJOR BARRI ER TO EFFECTI VE COMMUNI CATI ON I N
ORGANI ZATI ONS.
5 HOW LEADERSHI P STYLE CAN BE USED TO OVERCOME PERCEI VED
I NDI VI DUAL WEAKNESSES.
A leader defines and exhibits moral and ethical courage while setting an example for everyone in
the surrounding environment. A leader teaches leadership to those surrounding him/her and also
help with the environmental hardships that may co ...
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
Trends and technology are dramatically disrupting the accounting profession! This presentation, given at the IMA Meonske Conference on 4/25/14 highlights the major trends and what accountants can do about it.
Human connectedness and meaningful conversations - how coaching boosts the su...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
The DNA of Leadership at the world’s most admired companies (Mumbai)Greatness Coaching
Eight traits of a coach / leader enabling inclusion, diversity, agility and collaboration:
• Authentic and humble
• Holistic listener
• Learner of the leader’s Greatness
• Non-judgmental thinking-partner
• Comfortable with not knowing, with failure, trusting process
• Empathetic, yet detached from outcome
• Courageous feedback-provider
• Supportive challenger
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Assertively" and will show you why today's successful managers use assertiveness in their relations with others.
Mentoring has an invaluable role to play in developing leaders in your organisation. This Slideshare outlines some tools and techniques to make mentoring relationships more effective.
To find out more about how you can use mentoring as part of your Talent Development Strategy, download your FREE Talent Development Audit at www.antoinetteoglethorpe.com/talent-development-audit
The Audit will help you assess how effective your talent development strategy. Learn how to increase your competitive advantage; engage, retain and develop your best people; and save serious amounts of time and money.
Download your FREE Talent development Audit at http://www.antoinetteoglethorpe.com/talent-development-audit/
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Are you a Coach, a Consultant or a Mentor?Coffee Talk
On asking around or searching online, one will find that the Coach is more than just a Coach and a Scrum Master’s role is not limited to removing impediments. They have motivational, consultative, facilitation and educational roles. And what more, they have to switch hats multiple times based on the needs and situations in a given team.
In this talk Deepak Gururaja will help us in distinguishing between theses situations and the switch of roles a Change-agent has to make accordingly.
Understanding the power of the Shaklee Dream PlanCindy McAsey
The Shaklee Dream Plan was introduced to the Shaklee Field in 2010, after several years of research. Shaklee top distributors are benefiting from this amazing compensation plan. Jim Burke one of the top income earners in Shaklee walks you through how the Dream Plan works. To plug into his live presenation, give me a call at 888-272-6701 and I will get you the details.
8/28/2019 SafeAssign Originality Report
https://courserooma.capella.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_197709_1&paperId=2057459704&&attemptId=ef44cf28-bf0c-4… 1/11
BUS-FP3012_006495_1_1195_OEE_02 - BUS-FP3012 - SUMMER 2019 - SECTION 02
[u04a1] Leadership Strengths
Latoya Wilson
on Mon, Aug 19 2019, 12:40 PM
38% highest match
Submission ID: ef44cf28-bf0c-4215-b3a3-d34eba84677a
Attachments (1)
BUS_FP3012_W ilsonLatoya_Assessment4-1.docx
Running head: LEADERSHIP STRENGTHS
1 LEADERSHI P STRENGTHS 7
Leadership Strengths Latoya Wilson
2 CAPELLA UNI VERSI TY AUGUST 19, 2019
3 LEADERSHI P STYLE AS REPRESENTED BY I NDI VI DUAL STRENGTHS.
Leadership is a paramount part for any organization. After an in-depth analysis of the individual
SWOT analysis, the different aspects point towards transformational leadership. Through the
analysis, I realized that I am best suited to lead people using transformational leadership style.
The greatest strengths exhibited from the analysis and reflected from the leadership style is good
communication skills, listening skills and conflict resolution skills. 4 COMMUNI CATI ON I S
AN I NTEGRAL PORTI ON I N ANY ENTI TY (CARREI RO & OLI VEI RA, 2019).
COMMUNI CATI ON I S AN I MPORTANT COMPONENT I N ANY ORGANI ZATI ON.
(http://safeassign.blackboard.com/)
BUS_FP3012_WilsonLatoya_Assessment4-1.docx
Word Count: 1,047
Attachment ID: 2057459704
38%
http://safeassign.blackboard.com/
8/28/2019 SafeAssign Originality Report
https://courserooma.capella.edu/webapps/mdb-sa-BBLEARN/originalityReportPrint?course_id=_197709_1&paperId=2057459704&&attemptId=ef44cf28-bf0c-4… 2/11
THROUGH PROPER COMMUNI CATI ON, I CAN MAKE SOLI D DECI SI ONS I N
ORDER TO ENSURE POSI TI VE ADVANCEMENT I N THE ORGANI ZATI ON. ALL
WORKI NG MEMBERS OF AN ORGANI ZATI ON ARE I NVOLVED I N ALL FORMS OF
COMMUNI CATI ON I N THE OFFI CE AND THEY SHOULD THEREFORE BE WELL
EQUI PPED WI TH VI TAL COMMUNI CATI ON TOOLS. As such, I use my communication
skills to enhance transformational leadership. 4 I AM A GOOD LI STENERS WHO I S ABLE
TO CLOSELY ADDRESS PRESSI NG I SSUES I N MY TEAM. LI STENI NG SKI LLS
HELP ME I N I NCREASI NG THE CHANCES OF ACHI EVI NG THE SET GOALS.
BETTER LI STENI NG I S ALSO I NTEGRAL I N DECI SI ON MAKI NG AND
I NCREASI NG THE LEVEL OF TRUST AND CONFI DENCE AMONG THE
EMPLOYEES. AS AN EFFECTI VE TRANSFORMATI ONAL LEADER, I POSSESS THE
POWER TO LI STEN ACTI VELY WI THOUT I NTERRUPTI NG THE BEARER OF
I NFORMATI ON. I NABI LI TY TO LI STEN DUE TO LANGUAGE DI FFERENCES HAS
BEEN PROVEN TO BE A MAJOR BARRI ER TO EFFECTI VE COMMUNI CATI ON I N
ORGANI ZATI ONS.
5 HOW LEADERSHI P STYLE CAN BE USED TO OVERCOME PERCEI VED
I NDI VI DUAL WEAKNESSES.
A leader defines and exhibits moral and ethical courage while setting an example for everyone in
the surrounding environment. A leader teaches leadership to those surrounding him/her and also
help with the environmental hardships that may co ...
Why and how coaching is helping change the game and enhancing the success of ...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
Trends and technology are dramatically disrupting the accounting profession! This presentation, given at the IMA Meonske Conference on 4/25/14 highlights the major trends and what accountants can do about it.
Human connectedness and meaningful conversations - how coaching boosts the su...Greatness Coaching
8 traits of a coach/leader enabling inclusion, diversity, agility and collaboration:
1. Authentic and humble
2. Holistic listener
3. Learner of the leader’s Greatness
4. Non-judgmental thinking-partner
5. Comfortable with not knowing, with failure, trusting process
6. Empathetic, yet detached from outcome
7. Courageous feedback-provider
8. Supportive challenger
The DNA of Leadership at the world’s most admired companies (Mumbai)Greatness Coaching
Eight traits of a coach / leader enabling inclusion, diversity, agility and collaboration:
• Authentic and humble
• Holistic listener
• Learner of the leader’s Greatness
• Non-judgmental thinking-partner
• Comfortable with not knowing, with failure, trusting process
• Empathetic, yet detached from outcome
• Courageous feedback-provider
• Supportive challenger
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing Assertively" and will show you why today's successful managers use assertiveness in their relations with others.
Running LEADERSHIP DEVELOPMENT PLAN 1LEADERSHIP DEVELOP.docxanhlodge
Running: LEADERSHIP DEVELOPMENT PLAN 1
LEADERSHIP DEVELOPMENT PLAN 16
Leadership Development Plan
MBA6026
The Global Leader
Shermanda Green
Leadership Development Plan
Introduction
In order to develop an ideal global leadership development plan, one has to conceptualize what it will look like in their mind. The global development leadership competence curriculum that has to be developed must be one which is unique to my needs as an individual (Abbasiyannejad & Silong, 2015). It must be one that indicates my vision and mission in leadership and my main competencies in leadership. It is not easy for one to determine his/her competency in leadership without having a great technique to do so. There are some people who have relied upon computerized programs to come up with a description of their competencies, this might not be the best method yet. In this paper, I have made use of Gardner’s five minds to determine my areas of strength and weakness.
After development of the Gardner’s five minds, the paper has proceeded to create the personal leadership development plan based on the leadership concern of the future. The main concerns for leadership in future include the following main areas; human resources management, social media, ecommerce and technology. These are important areas that have been aligned to my vision of leadership that is based upon management of diversity and change in an organization. This paper contends that it may not be easy for a leader to operate well without having a mastery of how best the above four areas can be managed.
The concerns that the global arena of leaders have at the moment is transformational leadership which is aimed at no only improving the relational type of management but ascertaining the future of organizations. Therefore, in the current world leadership has just stood as an entity that people possessing leadership characteristics are selected randomly and put in a position of leadership without a proper understanding of who they really are and what they can promise. There are failures that are brought about by the failure of the leadership characteristics that organizations have put so much hope because of the kind of leaders that they place in top positions. Leadership is not based on the amount of time someone can use to complete a task but how far can a person go deep in desiring to rid errors while in the process of executing the directive of a task which will give them a true shape of how decision making and implementation of projects shall be done in the future.
Global Leadership Concern for the Future
The current global trends that are driving the global leadership agenda is heavily based on the areas of human resources management, technological application in organizations, e-commerce and social media. It will not be easy for one to operate as a global leader without incorporating these trends into their leadership agenda.
In relation to human resources management.
Leaders live in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in this complex world, leader’s need support in advancing their thinking capabilities. This session will provide practical frameworks and resources on how to develop VUCA skills in your leaders.
The Importance of Brand Stewardship - My interview with IEFrank Aldorf
In this interview I had the opportunity to give some answers around brand stewardship in a new reality and how I see my role as part of a larger organization. I hope this will inspire you and spark some ideas. Please share your thoughts and insights with me.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
We help you see the big picture–and make focused decisions.
When you look at your people, you need the complete picture, all in one place. With SuccessFactors, your training and performance management solutions are part of an integrated suite that puts an end to fragmented systems—and fragmented talent information. Now you can make fully informed decisions that make the most of your biggest
investment—your people.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
[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
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Digital Transformation and IT Strategy Toolkit and Templates
MENTORS BEWARE! The Rules are Changing
1. The rules are changing.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
2. It’s true. The already steep responsibility of
mentorship is getting steeper. Not because the
need for mentors has changed. It hasn’t. In
fact, we need mentors more than ever before.
It’s the changing environment that must be
considered.
The rules are changing.
In this presentation on MENTORING, I’ll drill down into over 25
years of my own experience as a CEO Leader and Strategist.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
3. Before unpacking what’s changed
for mentors, let’s clear up some confusion
around the difference between
coaching
mentoring
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
4. THE COACHING
“TRANSACTION”
Coaching is tactical and transactional with a goal to teach
someone how to “build the individual parts” that
make up a bigger whole. The coaching process is more specific
than mentoring.
It features the exchange of precise
information from an experiential-driven knowledge base.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
5. Coaches set task-oriented goals
and introduce accountability into the
process. The coaching relationship
typically focuses on incremental
improvement of performance-driven
metrics with some kind of objective
measurement of value.
Coaches moves the process from Point
to
Mark Affleck
A
Point B through step-by-step replication.
Posted February 19, 2014
http://www.yellowchairstrategy.com
6. coaching mission
The
is to improve
knowledge, skills or abilities in the person being
coached so later they can better perform the task or
work on their own.
Coaches try to direct a person to a
destination end state by strategically and
efficiently guiding the process along the way.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
7. Coaches are detail-oriented and less
concerned about having a deeper connection with the
mentee—although close relationships often develop
in the course of coaching engagements.
Coaches usually operate against a clock that is largely
absent in mentoring. When the work is complete, that
engagement ends. That’s a very quick view of coaching. On the
next page we’ll get back to mentoring and those changing rules.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
8. The BIG PICTURE for mentors
Coaching is a tactical exercise that depends on
a good strategy (mentoring). It’s much like
the difference between organizational
tactics and strategy where deploying
tactics without a crystallized vision and
strategy leads to results ranging all the
way from mild confusion to a big failure.
Mentoring, on the other hand, pivots off how the individual parts that are
addressed in coaching fit together to form the larger, complete
picture. Mentors are expected to improve the overall understanding of
another person, rather than developing or improving a basic skill.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
9. The Mentor’s role is not hierarchical where the “expert”
sits atop a
throne and dishes out wisdom to aspirational
individuals sitting below.
No thrones.
The mentoring relationship is a power free,
mutually beneficial learning experience. Mentors
provide advice, share knowledge and teach their mentee
through a low pressure,
Mark Affleck
self-discovery process.
Posted February 19, 2014
http://www.yellowchairstrategy.com
10. Mentoring is a long-term commitment that
requires the mentor’s time investment because they
aren’t just teaching their mentees; they must connect
at a deeper and more inspirational level.
Mentors focus on the person and their
life/career to generate individual growth,
maturity, and greater understanding. They
become an advocate and sounding board
about life’s bigger picture for the mentee.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
11. MENTORS: A NEW RULEBOOK
OK…fair enough. Mentors are different than coaches
and focus on the bigger picture to help the mentee
successfully move through life and career. And,
clearly, that critical role is not changing.
So what is changing that produces
a new way of thinking for mentors?
It’s the filter through which mentors do their work that has changed.
I call it the ChangeAge.
A world without borders. A world buffeted by
an information hurricane. A world where the
future is not a linear extension of the present.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
12. Mentors need to embrace the reality that tomorrow will be faster than
today and smart work will replace hard work. That we must deal with NOW
by embracing the mammoth contradictions in our midst. While everything is
changing, nothing is changing at all.
Wal-Mart still sells hair
spray and mouse traps.
Google still helps us
search the Internet.
Mark Affleck
Apple’s iPhone still zooms out
of the factory like lightening.
Ford still builds cars and trucks.
Posted February 19, 2014
Mobil still sells gasoline from
street corners across America.
Microsoft still sells the world
Windows (at least for now).
http://www.yellowchairstrategy.com
13. In front of the
CONTRADICTION CURTAIN
are the inexorable churnings of the ChangeAge which produce these
five rule changes for mentors:
#1
#2
The CAREER LADDER is down.
#3
It’s COMMUNITY, not company.
#4
The end of HIERARCHY.
#5
Mark Affleck
The CONTINUOUS LEARNING imperative.
The rise of BRANDING DISTINCTION.
Posted February 19, 2014
Turn the
page for
the details.
http://www.yellowchairstrategy.com
14. #1
Rule
Change
Mentors must know that:
The CONTINUOUS LEARNING imperative
Everyone has a new job in 2013, and a new
responsibility–lifetime self-management
and continuous learning. It’s the only value
we can sustain over time and through the
tumult of the ChangeAge. The entire
industrialized world is grappling with the
same monster.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
15. #2
Rule
Change
The CAREER LADDER Is down.
Mentors must know that:
Everyone is vulnerable because they have taken
down the CAREER LADDER. With it, Lifetime
employment has vanished. The regular merit
raise, gone. Individualism, management
supervision, paternalism, and top-down
command and control power…all gone.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
16. #3
Rule
Change
It’s COMMUNITY, not company.
Mentors must know that . . .
The strength of a business today is measured by its relationships
and connections outside the office. Organizations have no choice
but to build a community–not a traditional
company. Increasingly, they are hiring people
provocateurs who can push for connections in
the organization’s ecosystem and value--truly
value--all customers, every partner, and the
entire staff of workers.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
17. #4
Rule
Change
Mentors must know that:
The end of HIERARCHY
Leaders who progressed through the
old hierarchical system are struggling
to keep up. Their quantitative skills and
arrogance are often useless in a world
driven more and more by technology
and communication abilities.
Mark Affleck
Posted February 19, 2014
These individuals are
frequently benched in the
new game which is teambased, collaborative,
technology focused, and less
rigid cross functionally. And
that “good-old-boy”
network that protected
those leaders is now a relic.
http://www.yellowchairstrategy.com
18. #5
Rule
Change
The rise of
BRANDING DISTINCTION.
Mentors must know that:
Being “competent” is merely the price of entry in the competitive ChangeAge.
Everyone is competent, at least on their website. Obviously we need to be
competent at what we do, but success today comes when we leverage those
competencies by creating a “Core Distinction.” We must capture our essence
and value in the marketplace, relative to the competition.
Like it or not…
Personal Branding
is here to stay.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
19. MENTORS: Don’t mourn
the death of hierarchy…
Celebrate the
dawning of an
exciting
opportunity to
paint new pictures
for your mentees
on a blank canvas.
Mark Affleck
Posted February 19, 2014
http://www.yellowchairstrategy.com
20. The Author
CEO Change Leader Strategist Issues & Crisis Manager
As CEO of YellowChair Strategy, he helps leaders transform
their organization to “survive today and thrive tomorrow.”
Mark Affleck
Posted February 19, 2014
MARK AFFLECK
http://www.yellowchairstrategy.com