This document discusses mentorship in international education. It defines what mentorship is and explores different styles and models of mentorship like mentorship, sponsorship, and apprenticeship. It also looks at different types of mentorship audiences and skills mentees may have. The document provides resources for mentors and mentees and emphasizes that mentorship is a two-way relationship where both parties can learn from each other. It aims to provide a starting point for people to think about how they can develop their skills through mentorship.
This one-day leadership masterclass covers applying the 7 E's of the leadership process, leadership role modelling, servant leadership, values-driven leadership, and contemporary leadership challenges. Attendees will participate in learning activities focused on self-assessment, developing influence and credibility, and addressing issues like gender equity, diversity, and leading multiple generations. The class uses theories like Aristotle's rhetorical triangle and Covey's emotional bank account to strengthen leadership skills and cultivate an effective leadership culture at Premier FMCG.
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
Mentoring involves a relationship between an experienced person and an inexperienced person, where the experienced person provides guidance and support to help the inexperienced person achieve their goals and develop skills. Effective mentoring requires good matching between mentor and mentee, structure, and commitment from both parties. Mentoring programs can benefit organizations, mentees, and mentors by facilitating learning and career development, sharing knowledge, and improving employee retention.
People development in the context of team experienceAnna Dvornikova
This document discusses people development in the context of team experience in AIESEC. It provides guidance for team leaders on coaching, training, feedback, personal development plans, and assessing people. The goal is to make people development within a team simple and useful. It discusses understanding people's behavior by knowing their motivations. It also outlines the roles and best practices for team leaders in coaching team members, providing training, giving and receiving feedback, creating personal development plans, and conducting assessments. Useful resources and templates are provided to help team leaders with people development.
Agile Network India | Building Resiliency in Systematic Manner | Ritwik AgileNetwork
This document discusses building individual resilience through strong relationships between team leaders and followers. It begins with an introduction and objectives, then provides context on the increasingly volatile, complex work environment due to factors like the pandemic. It notes that individual resilience is built in professional relationships, particularly between team leaders and followers.
The document then discusses how to strengthen these relationships through a framework of 6Cs for both team leaders and followers: care, commit, collaborate, clear expectations, concise feedback, and connect. For team leaders, this involves creating safe environments, coaching/mentoring, understanding strengths, and open communication. For followers, it means being conscientious, committed partners, understanding expectations, and open communication. Strong relationships are built over
This document discusses mentorship in international education. It defines what mentorship is and explores different styles and models of mentorship like mentorship, sponsorship, and apprenticeship. It also looks at different types of mentorship audiences and skills mentees may have. The document provides resources for mentors and mentees and emphasizes that mentorship is a two-way relationship where both parties can learn from each other. It aims to provide a starting point for people to think about how they can develop their skills through mentorship.
This one-day leadership masterclass covers applying the 7 E's of the leadership process, leadership role modelling, servant leadership, values-driven leadership, and contemporary leadership challenges. Attendees will participate in learning activities focused on self-assessment, developing influence and credibility, and addressing issues like gender equity, diversity, and leading multiple generations. The class uses theories like Aristotle's rhetorical triangle and Covey's emotional bank account to strengthen leadership skills and cultivate an effective leadership culture at Premier FMCG.
Leadership Training Program - Benefits and Objectivesjosephb987
This Power Point Presentation talks about leadership training program, it's benefits and objects. For more information visit: https://www.tools4management.com/article-category/leadership/
Mentoring involves a relationship between an experienced person and an inexperienced person, where the experienced person provides guidance and support to help the inexperienced person achieve their goals and develop skills. Effective mentoring requires good matching between mentor and mentee, structure, and commitment from both parties. Mentoring programs can benefit organizations, mentees, and mentors by facilitating learning and career development, sharing knowledge, and improving employee retention.
People development in the context of team experienceAnna Dvornikova
This document discusses people development in the context of team experience in AIESEC. It provides guidance for team leaders on coaching, training, feedback, personal development plans, and assessing people. The goal is to make people development within a team simple and useful. It discusses understanding people's behavior by knowing their motivations. It also outlines the roles and best practices for team leaders in coaching team members, providing training, giving and receiving feedback, creating personal development plans, and conducting assessments. Useful resources and templates are provided to help team leaders with people development.
Agile Network India | Building Resiliency in Systematic Manner | Ritwik AgileNetwork
This document discusses building individual resilience through strong relationships between team leaders and followers. It begins with an introduction and objectives, then provides context on the increasingly volatile, complex work environment due to factors like the pandemic. It notes that individual resilience is built in professional relationships, particularly between team leaders and followers.
The document then discusses how to strengthen these relationships through a framework of 6Cs for both team leaders and followers: care, commit, collaborate, clear expectations, concise feedback, and connect. For team leaders, this involves creating safe environments, coaching/mentoring, understanding strengths, and open communication. For followers, it means being conscientious, committed partners, understanding expectations, and open communication. Strong relationships are built over
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
The document provides guidance on creating a mentoring program within an organization. It outlines objectives like developing talent, providing career guidance, and helping mentees achieve goals. Mentees are less experienced employees and mentors are highly experienced employees selected for their skills and ability to guide others. The program must have management support and a steering committee. Mentor-mentee pairings are determined based on candidate profiles. Ground rules include regular formal meetings and action plans for mentees. Training orients participants and provides examples. The roles of mentors in challenging and supporting mentees, and obligations of mentees to be open, are also defined.
The document discusses mentoring and provides details about mentoring programs. It defines mentoring as a process where successful individuals help others establish goals and develop skills. The document outlines why mentoring is important, what mentoring is and isn't, who can serve as mentors and mentees, how a mentoring relationship works, potential benefits, core skills involved, and resources for mentoring programs and materials.
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
Agile Network India | Develeoping Leadership to Enable Leadership | Vinay BaijalAgileNetwork
This document discusses the need for leadership development and culture change during organizational transformations. It notes that 84% of digital transformations fail due to issues with organizational culture and leadership being at odds with the needed changes. It emphasizes that developing leaders and talent is key to ensuring success and sustainability of transformations. The document outlines important leadership traits for transformations, such as being risk-taking and experimental. It also discusses how to identify the right talent for leadership roles, focusing on those who are coachable, open to ideas, and able to handle failures. The role of leaders in grooming skills and unblocking mindset issues is examined. The takeaways focus on learning from transformation experiences and the importance of pragmatic leadership development.
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
This document discusses the importance of people management skills for business leaders. Effective people management includes understanding employment law, training and motivating employees, and providing constructive feedback. It helps with business development and allows employees to grow professionally. The document outlines that people management skills are essential for achieving goals through others, managing operations while leading people, and supervising connections between levels of management and personnel. It provides an overview of a people management training course that covers topics such as the role of managers, performance management, communication, and creating a positive organizational culture.
Rorie Devine is the founder and CEO of gro.team, a network of over 100 interim executives that helps companies and individuals grow. Agile leadership requires assembling the best talent, defining a direction to lead change, encouraging the right culture, and focusing on objectives rather than processes. An effective strategy communicates a framework for achieving the mission and objectives through tactics. This allows empowered teams to make decisions aligned with the overall goals. Success depends on clear communication of the mission, objectives, strategy, and tactics (MOST framework), as well as cultivating the right culture of empowerment, learning, and customer focus.
The document discusses mentoring as a best practice for professional development. It defines mentoring as a senior leader taking interest in a junior individual's career. Mentoring focuses on helping a mentee learn skills through guidance, while coaching focuses more on skill development. Benefits of mentoring include employees being 20% more likely to get a raise and 5 times more likely to be promoted, as well as improved retention, satisfaction, and tailored support. The document also examines formal vs informal mentoring, one-on-one vs group styles, and provides examples of effective mentoring programs.
This document advertises a leadership training program for managers provided by Dale Carnegie Training. The 7-week course meets once a week for 3.5 hours and teaches managers how to lead teams and achieve goals by focusing on communication, defining performance standards, and empowering others. The training provides tools and texts to help managers practice skills like influencing people, gaining cooperation, developing strategies, and taking intelligent risks. Upon completion, managers will be equipped to lead effectively and drive results.
Agile Network India | Setting your Growth Curve in IT Industry | Shreya Mahen...AgileNetwork
Shreya Mahendru discusses setting your own growth curve in the IT industry. She advises focusing on building soft skills like being bold and taking calculated risks, rather than comparing yourself to others. The presentation recommends conducting a SWOT analysis and visualizing your goals over multiple years. It also provides tips like using LinkedIn to connect and showcase projects, finding mentors, and wrapping learning into internships. Mahendru structures the discussion around her background and experiences, then opens it up for questions and hacks.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
This document discusses the importance of positive leadership development. It notes that leadership style is responsible for 30% of profit according to Daniel Goleman. However, most companies spend little time developing leadership skills. Without leadership development, companies can face issues like employee resignation, low productivity, and negative emotions, which carry high costs. The document advocates for leadership programs that focus on strengths, engagement, practical applications, and team bonding. It introduces Laurence Yap as an experienced leadership trainer who can provide such positive development programs.
Continuous Learning and the Succession Planning Process - Webinar 10.09.13BizLibrary
This document discusses best practices for succession planning. It emphasizes the importance of aligning succession planning with organizational strategy and goals. It also stresses analyzing current and future capabilities, identifying competency gaps, and developing plans to close those gaps through continuous learning. The document recommends succession planning be a relevant process that is perceived as such by participants, and that it drives a culture of lifelong learning.
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...OnPoint Consulting
We’ve all made bad decisions from time to time. Even when we think we’re being objective, there are many biases that hinder our ability to make the right call.
In this presentation we’ll help you recognize and overcome common biases that cloud decision making. We’ll also show you how to involve the right people and use a systematic process to think fast without compromising decision quality.
This is an annotated slide deck from my presentation at the International Mentoring Association (IMA) Conference in Phoenix, Arizona on 23 April 2015. I have annotated the slides because I deliberately don’t include much text in my slides when I present. But that isn’t much help to you when you just have the slides to read without me talking through them.
Presentation delivered by Pablo Junco to the HOLA Community at Microsoft. The objective was to provide guidelines to people how want to become a mentor (or improve their skills as mentor.
HOLA stands for Hispanic & Latino Organization of Leaders in Action. HOLA provides professional development and networking opportunities for members and allies of the LatinX and Hispanic communities.
Holy ShIft! Learnings from changes in UX Research role over the yearsSHRUT KIRTI SAKSENA
In a recent survey looking at 100 Experience Researcher job postings in the US in 2021, it was found that collaboration (84%) and business acumen(scoping, translating business requirements, & influencing product strategy) were the most sought-after requirements, other than the expected requirements of designing and conducting research studies (84%) for a UX Researcher. Also, it is no secret that there is now more demand for user insights than there are UX researchers in the industry.
Shruti's talk highlights the emerging demands of the industry from a UX Research role, elucidates why a change in perspective of mentorship & learning is required to meet these demands & how one could benefit from this perspective shift to grow into an experienced researcher: amplifying the impact of UX research and leveraging research soft-skills of collaboration, communication, connection, and influence to empower product teams & stakeholders.
Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
The document provides guidance on creating a mentoring program within an organization. It outlines objectives like developing talent, providing career guidance, and helping mentees achieve goals. Mentees are less experienced employees and mentors are highly experienced employees selected for their skills and ability to guide others. The program must have management support and a steering committee. Mentor-mentee pairings are determined based on candidate profiles. Ground rules include regular formal meetings and action plans for mentees. Training orients participants and provides examples. The roles of mentors in challenging and supporting mentees, and obligations of mentees to be open, are also defined.
The document discusses mentoring and provides details about mentoring programs. It defines mentoring as a process where successful individuals help others establish goals and develop skills. The document outlines why mentoring is important, what mentoring is and isn't, who can serve as mentors and mentees, how a mentoring relationship works, potential benefits, core skills involved, and resources for mentoring programs and materials.
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
Agile Network India | Develeoping Leadership to Enable Leadership | Vinay BaijalAgileNetwork
This document discusses the need for leadership development and culture change during organizational transformations. It notes that 84% of digital transformations fail due to issues with organizational culture and leadership being at odds with the needed changes. It emphasizes that developing leaders and talent is key to ensuring success and sustainability of transformations. The document outlines important leadership traits for transformations, such as being risk-taking and experimental. It also discusses how to identify the right talent for leadership roles, focusing on those who are coachable, open to ideas, and able to handle failures. The role of leaders in grooming skills and unblocking mindset issues is examined. The takeaways focus on learning from transformation experiences and the importance of pragmatic leadership development.
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
This document discusses the importance of people management skills for business leaders. Effective people management includes understanding employment law, training and motivating employees, and providing constructive feedback. It helps with business development and allows employees to grow professionally. The document outlines that people management skills are essential for achieving goals through others, managing operations while leading people, and supervising connections between levels of management and personnel. It provides an overview of a people management training course that covers topics such as the role of managers, performance management, communication, and creating a positive organizational culture.
Rorie Devine is the founder and CEO of gro.team, a network of over 100 interim executives that helps companies and individuals grow. Agile leadership requires assembling the best talent, defining a direction to lead change, encouraging the right culture, and focusing on objectives rather than processes. An effective strategy communicates a framework for achieving the mission and objectives through tactics. This allows empowered teams to make decisions aligned with the overall goals. Success depends on clear communication of the mission, objectives, strategy, and tactics (MOST framework), as well as cultivating the right culture of empowerment, learning, and customer focus.
The document discusses mentoring as a best practice for professional development. It defines mentoring as a senior leader taking interest in a junior individual's career. Mentoring focuses on helping a mentee learn skills through guidance, while coaching focuses more on skill development. Benefits of mentoring include employees being 20% more likely to get a raise and 5 times more likely to be promoted, as well as improved retention, satisfaction, and tailored support. The document also examines formal vs informal mentoring, one-on-one vs group styles, and provides examples of effective mentoring programs.
This document advertises a leadership training program for managers provided by Dale Carnegie Training. The 7-week course meets once a week for 3.5 hours and teaches managers how to lead teams and achieve goals by focusing on communication, defining performance standards, and empowering others. The training provides tools and texts to help managers practice skills like influencing people, gaining cooperation, developing strategies, and taking intelligent risks. Upon completion, managers will be equipped to lead effectively and drive results.
Agile Network India | Setting your Growth Curve in IT Industry | Shreya Mahen...AgileNetwork
Shreya Mahendru discusses setting your own growth curve in the IT industry. She advises focusing on building soft skills like being bold and taking calculated risks, rather than comparing yourself to others. The presentation recommends conducting a SWOT analysis and visualizing your goals over multiple years. It also provides tips like using LinkedIn to connect and showcase projects, finding mentors, and wrapping learning into internships. Mahendru structures the discussion around her background and experiences, then opens it up for questions and hacks.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
This document discusses the importance of positive leadership development. It notes that leadership style is responsible for 30% of profit according to Daniel Goleman. However, most companies spend little time developing leadership skills. Without leadership development, companies can face issues like employee resignation, low productivity, and negative emotions, which carry high costs. The document advocates for leadership programs that focus on strengths, engagement, practical applications, and team bonding. It introduces Laurence Yap as an experienced leadership trainer who can provide such positive development programs.
Continuous Learning and the Succession Planning Process - Webinar 10.09.13BizLibrary
This document discusses best practices for succession planning. It emphasizes the importance of aligning succession planning with organizational strategy and goals. It also stresses analyzing current and future capabilities, identifying competency gaps, and developing plans to close those gaps through continuous learning. The document recommends succession planning be a relevant process that is perceived as such by participants, and that it drives a culture of lifelong learning.
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...OnPoint Consulting
We’ve all made bad decisions from time to time. Even when we think we’re being objective, there are many biases that hinder our ability to make the right call.
In this presentation we’ll help you recognize and overcome common biases that cloud decision making. We’ll also show you how to involve the right people and use a systematic process to think fast without compromising decision quality.
This is an annotated slide deck from my presentation at the International Mentoring Association (IMA) Conference in Phoenix, Arizona on 23 April 2015. I have annotated the slides because I deliberately don’t include much text in my slides when I present. But that isn’t much help to you when you just have the slides to read without me talking through them.
Presentation delivered by Pablo Junco to the HOLA Community at Microsoft. The objective was to provide guidelines to people how want to become a mentor (or improve their skills as mentor.
HOLA stands for Hispanic & Latino Organization of Leaders in Action. HOLA provides professional development and networking opportunities for members and allies of the LatinX and Hispanic communities.
Holy ShIft! Learnings from changes in UX Research role over the yearsSHRUT KIRTI SAKSENA
In a recent survey looking at 100 Experience Researcher job postings in the US in 2021, it was found that collaboration (84%) and business acumen(scoping, translating business requirements, & influencing product strategy) were the most sought-after requirements, other than the expected requirements of designing and conducting research studies (84%) for a UX Researcher. Also, it is no secret that there is now more demand for user insights than there are UX researchers in the industry.
Shruti's talk highlights the emerging demands of the industry from a UX Research role, elucidates why a change in perspective of mentorship & learning is required to meet these demands & how one could benefit from this perspective shift to grow into an experienced researcher: amplifying the impact of UX research and leveraging research soft-skills of collaboration, communication, connection, and influence to empower product teams & stakeholders.
The document provides 10 strategies for future proofing one's career:
1) Set a vision and goals for where you want your career to be in 3-5 years.
2) Continuously invest in yourself through ongoing learning.
3) Develop your personal brand to communicate your core values and differentiate yourself.
4) Cultivate adaptability to embrace change and new ways of working.
5) Seek a mentor who can provide guidance and support.
6) Build and maintain a diverse network to generate opportunities.
7) Consider volunteering to gain new skills and professional connections.
8) Develop technical savviness to thrive in a digital world.
9)
CIO Role - Challenges in Management and LeadershipCIO Vietnam
The document discusses the role and challenges of the Chief Information Officer (CIO) position. It covers topics like different CIO types (professional, executive, consultant, paratrooper), strengths-based management focusing on individuals' talents rather than weaknesses, and motivating employees. The presentation highlights that as a CIO, the biggest challenges are often outside of one's control and it's important to focus on developing oneself and one's team based on their strengths.
This document provides guidance for leaders on how to effectively develop talent within their organizations. It outlines 12 key actions that talent builders must take, including identifying current and future organizational capabilities and talent needs, driving world-class performance, continually developing their direct reports, recruiting and exporting internal and external talent, and accelerating the development of high potentials. An example is also given of providing a direct report with a focused development plan to address a specific area of growth. The overall message is that line leaders must seriously commit to and execute talent development for it to be successful in an organization.
Informational Interview Research PaperAngela Weber
This document summarizes an informational interview conducted with Dilpreet Singh, a Site Reliability Engineer at Proofpoint Inc. in Ontario, Canada. The purpose of the interview was to learn about Singh's career field, day-to-day responsibilities, important skills for success, and personal experiences. Singh described technical skills like knowledge of security and load-balancing systems as well as soft skills like communication, documentation, problem solving, and attention to detail as being important for the role. He shared a challenging situation of recovering 400GB of data from a server crash. Overall, the interview provided insights into the realities of working as a site reliability engineer.
Peter Thiel founded the Thiel Fellowship which provides $100,000 grants to students pursuing entrepreneurial ventures instead of attending college. Only 20-25 candidates are accepted each year out of many applicants. Thiel Fellows receive counseling, networking opportunities, and the valuable label of being a Thiel Fellow. Some argue formal education is still important, but Thiel suggests bright young people should focus on gaining experience over a four-year degree. To grow faster in your career, you should determine your current position and desired future position, gain challenging experiences to test your skills, and seek feedback on your performance to continue improving. Creating a personal experience map of the experiences and roles you want can help accelerate your growth.
Employability skills of young graduates | MCB – An employer of choiceMCB
Employability skills of young graduates
Overview of the MCB
MCB Vision and Values
MCB Core Activities & Support functions
Career Opportunities at MCB
MCB and its people
Next Steps for you
The document describes an "Emerging Leaders Academy" workshop series for newly promoted managers. The 12-month curriculum covers topics to help participants become effective leaders, such as time management, delegation, coaching, performance reviews, conflict resolution, and business ethics. Courses are delivered monthly, and quarterly roundtables allow participants to discuss real-world applications of the material and receive coaching. The curriculum can be supplemented with additional leadership or soft skills elective courses. The goal is to provide structure and skills training for those new to management roles.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
Future proofing your career - HFLJul2022.pdfDayo20
The document provides 10 strategies for future proofing one's career in an uncertain world, including setting goals, investing in continuous learning, developing a personal brand, building a network, gaining new skills in technology, and cultivating adaptability, creativity, and resilience. It emphasizes taking responsibility for one's own career development through self-investment and maintaining an openness to change.
Future proofing your career - HFLJul2022.pdfDayo20
The document provides 10 strategies for future proofing one's career in an uncertain world, including setting goals, investing in continuous learning, developing a personal brand, building a network, gaining new skills in technology, and cultivating adaptability, creativity, and resilience. It emphasizes taking responsibility for one's own career development through self-investment and maintaining an openness to change.
Future proofing your career - HFLJul2022.pdfDayo20
The document provides 10 strategies for future proofing one's career in an uncertain world, including setting goals, investing in continuous learning, developing a personal brand, building a network, gaining new skills in technology, and cultivating adaptability, creativity, and resilience. It emphasizes taking responsibility for one's own career development through self-investment and maintaining an openness to change.
How Product Managers Can Lead a Team by fmr Pivotal Sr PMProduct School
Main Takeaways:
- Build psychological safety within a team: learn how to create a shared understanding within a team you lead so that team members are comfortable raising important issues or concerns
- How to facilitate constructive conflict so that obstacles and risks are identified early and often, enabling you to create opportunities to clear or address those obstacles
- When and how to practice communication techniques for the regularly scheduled meetings that are critical to team progress
Rosalee Laws has extensive experience as an instructor, consultant, and leader across many industries. Her resume details her work providing online courses and private instruction, as well as consulting for organizations on communications, project management, and business strategy. She has expertise developing curriculum, training staff, and helping clients achieve their goals.
Eminent offers a range of courses that will enhance your
skills, improving efficiency and productivity. Successful people invest in
themselves and Eminent has been assisting individuals for the last 25 years
in the process by offering an extensive range of courses, at affordable
prices. Our courses are delivered by subject matter experts with both
training as well as industry experience. They are not only professional, but
also considerate and sensitive towards varying individual needs and provide
the necessary support to every participant during the learning process.
Unit V PowerPoint PresentationInstructionsPersonal Leadership .docxjolleybendicty
Unit V PowerPoint Presentation
Instructions
Personal Leadership Training Plan: Skills
In Unit II, you started your Personal Leadership Training Plan and focused on attributes; in Unit IV, you focused on knowledge. In this unit, you will add skills to your plan.
Within your presentation, respond to the following points:
· What skills do you have that you can apply to the Hersey-Blanchard Situational Leadership Model (SLM) and the Vroom-Yetton Normative Decision Model?
· What skills would be needed to implement the SLM and the normative decision model?
· How could you explain the differences between the SLM and the normative decision model?
Your completed PowerPoint presentation must be a minimum of 10 slides in length, not counting the title and reference slides. Additionally, a minimum of three peer-reviewed or academic resources must be used. Keep the text on the slides concise, and use the notes section to fully explain your ideas. All sources used must be cited and referenced according to APA style.
Resources
The following resource(s) may help you with this assignment.
·
Citation Guide
·
Submit Writing Center Request
Personal Leadership Training plan : Attributes
Columbia Southern University
Dr. Mark Friske
Current Issues in Leadership
LDR 6302-22.01.00
10/14/2022
Introduction
Personal leadership style
personal leadership style attributes
Characteristics of a democratic leader
Charismatic leadership style
Charismatic leader
Transformational leadership style
Transformational leader
Charismatic vs. transformational
Impacts of transformational leadership
Reflection
Personal leadership style
Democratic leadership style
Embraces diversity and open dialogue as core values.
The leader's role is to provide direction and exercise authority.
Commands respect and admiration from those who follow you.
Moral principles and personal beliefs underpin all choices.
Seek out a wide range of perspectives (Cherry, 2020).
Behaviorist theory is the one that fits my style of leadership the best.
Being the change you wish to see in the world is crucial, in my opinion. According to Johann Wolfgang von Goethe, "Behavior is the mirror in which everyone exhibits their picture." My main priorities are the well-being of the team members and developing effective solutions via cooperative effort.
personal leadership style attributes
Active participant
Each person is given a fair chance to speak their mind, and there is no pressure to conform to any one viewpoint.
Values other standpoints
I find it fascinating to hear the perspectives of others. To me, it's crucial that everyone in the team pitches in to find the most effective answer. To me, it's important to give everyone a voice on the team since they all have something unique to offer.
Characteristics of democratic leader
Attribute:
Talk About It
Subcontract Work
Get Other People's Opinions
Friendly
Approachable
Trustworthy
Participative
Motivate Origin.
The 7 Essential Steps of Talent DevelopmentThe RBL Group
The document outlines 7 essential steps for effective talent development:
1. Understand why development matters and that organizations must adapt to external changes.
2. Define responsibilities for development - line managers are responsible for building talent on their teams, HR designs learning solutions, and employees own their growth.
3. Engage in performance and potential discussions to assess employees and identify development needs.
4. Provide career roadmaps to help employees understand how to contribute at different career stages.
5. Focus conversations on building future cultural and technical skills through identifying gaps.
6. Understand the different avenues for development including on-the-job learning, education, and life experiences.
7. Intentionally plan
An ideal candidate for many job openings has a combination of both hard and soft skills. While hard skills can get a person an interview, soft skills are what help a person land the job. Applicants with years of experience and education may have the necessary hard skills but lack soft skills like leadership, self-motivation, and ability to perform well. Having a balance of hard and soft skills helps one compete for jobs in a tight market. Soft skills are as essential as technical skills to be successful in any profession.
Similar to Mentorship Slides and Resources 2022.pptx (20)
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
7. Styles and Models of Mentorship
⇨ Mentorship
⇨ Sponsorship
⇨ Apprenticeship
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8. Sponsorship
Apprenticeship
Mentorship
Trusted counselors
provide guidance and
support on a range of
professional issues,
including career
progression.
Senior leaders creating
opportunities to enable junior
colleagues' success and
helping them navigate
important transitions.
Any colleague with domain
expertise is empowered to teach
key skills, model behaviors, and
transfer skills.
Source: www.mckinsey.com
9. Mentorship Audience
⇨ Traditional one-to-one
⇨ Team mentoring
⇨ Group mentoring
⇨ Peer mentoring
⇨ E-mentoring
9
Source: Ontario Mentoring Coalition
10. Job Crafting:
involving individuals in the
design of their own jobs—
creates stronger skill matches
and smoother transitions.
(Source:
https://www.mckinsey.com/busi
ness-functions/people-and-
organizational-
performance/our-
insights/getting-practical-about-
the-future-of-work)
Two options worth considering
Upskilling:
involving individuals in the
design of their own jobs—
creates stronger skill matches
and smoother transitions.
(Source:
https://www.mckinsey.com/busi
ness-functions/people-and-
organizational-
performance/our-
insights/getting-practical-about-
the-future-of-work)
10
11. What skills does your mentee have?
T-Shaped Skills:
• Comfortable with
industry-specific skill
sets (program
management,
budget, crisis
management, etc.)
• Strong
communication and
collaboration skills
• Flexibility
• Hard and soft skills
X-Shaped Skills:
• Can work in multiple
areas
• Have excellent
interpersonal skills
• Can work with
different people
across different
industries or areas
of a company or
university
• Can bring different
groups together to
collaborate on a
project
.
I-Shaped Skills:
• Similar to T-
shaped
individuals
• Demonstrates
deep
understanding of
skills in a certain
area
• Have not applied
those skills to
other areas
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13. Create Your Own Rubric for Mentoring Someone
What competencies would you like to help them
develop?
Competencies New (1-2 years in IE) Experienced (3-4 years
in IE)
Veteran (5+ years in IE)
15. One more thing…
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This presentation is not meant to provide the “great
solution” to office dynamics, but rather to point you in a
direction where you can learn more and begin thinking of
how you can mentor others or how you would like to be
mentored. The links listed on the resource slide are a good
starting point. You may use the rubric to delineate the
skills you would like mentees to develop; or if you are a
mentee you can use it to better visualize your career
trajectory.
Good luck!
16. “In learning you will teach, and in
teaching you will learn.” – Phil Collins
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