The document discusses the differences between coaching and related fields like therapy, counseling, consulting, and mentoring. It outlines that coaching focuses on performance improvement, future goals and action, while therapy addresses past issues. Counseling explores problems reactively, while coaching prevents problems proactively. Consulting provides answers, while coaching helps clients find their own. Mentoring passes on wisdom, while coaching emphasizes personal change through reflection. Coaching aims to create sustainable, measurable behavioral changes through proven tools and techniques.
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 "Team Leaders" and will show you why leadership is the key factor in developing and building successful teams.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Leadership".
development of strategic management and leadership skillsJude Ferdinando
Trans Maldivian Airways is the oldest airline in the Maldives, transporting tourists to island resorts since 1989. The document discusses Trans Maldivian Airways' organizational structure and leadership strategies. It analyzes how different leadership theories like situational leadership, transformational leadership, and entrepreneurial leadership impact the company's strategy. It also reviews the current and future leadership requirements, and methods for developing leadership skills, such as mentoring, coaching, and communication training, to prepare employees for leadership roles like managing director.
This document discusses coaching in the workplace. It provides several definitions of coaching, emphasizing that coaching is a two-way conversation between manager and employee that leads to improved performance through learning. The document outlines some common barriers to coaching, such as organizational culture, fear, and a lack of coaching skills. It stresses that coaching helps employees develop their own thinking and potential. For coaching to be effective, managers must receive training and practice, and organizations must support a coaching culture from the top-down.
This document summarizes a presentation on leadership and teambuilding. It discusses definitions of leadership, emphasizing inspiring people to follow you. It provides examples of effective leadership from sports and startups. It outlines seven steps to success including treating all equally, leading by example, and trusting subordinates' judgement. Finally, it argues that good leadership and teambuilding are essential for banks to deliver shareholder value through strong customer service and culture set from the top.
Team Concepts is proposing a leadership development program called "Team Champion - Rowing" for XYZ Company's management team. The proposal includes an experiential rowing component where participants will be divided into teams to train and compete in a regatta. This will be combined with seminar sessions on Team Concepts' Inspirational Leadership philosophy and breakout sessions for teams to discuss lessons. The goal is to strengthen team bonds and teach high performance teamwork and leadership. Pricing and terms are also outlined.
Vp Leadership And Organizational DevelopmentAudianDunahm
The document summarizes a presentation by Audie Dunham for the position of Vice President of Leadership & Organizational Development at a multi-billion dollar company. The presentation covered three topics: 1) An experience generating ROI from a human capital position, 2) Thoughts on building a leadership pipeline, and 3) Ideas for lowering turnover in mission critical positions. For the first topic, Dunham discussed a program he created that increased consulting revenue and consultant engagement while decreasing turnover. For the second topic, Dunham outlined elements needed to build a leadership pipeline such as competencies, assessment tools, and development programs. For the third topic, Dunham proposed three ideas for reducing turnover in security officers, a mission critical position.
The document provides an overview of key concepts for building effective teams. It discusses 8 acts of teamwork that foster interdependence, including sharing goals and ideas, asking for help, building trust, and taking risks together. Additionally, it emphasizes the importance of behaviors like constructive feedback, convergent thinking, and creating a positive climate where all members feel valued and supported. The overall message is that strong teams are built on behaviors that encourage cooperation and reliance on one another.
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 "Team Leaders" and will show you why leadership is the key factor in developing and building successful teams.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Leadership".
development of strategic management and leadership skillsJude Ferdinando
Trans Maldivian Airways is the oldest airline in the Maldives, transporting tourists to island resorts since 1989. The document discusses Trans Maldivian Airways' organizational structure and leadership strategies. It analyzes how different leadership theories like situational leadership, transformational leadership, and entrepreneurial leadership impact the company's strategy. It also reviews the current and future leadership requirements, and methods for developing leadership skills, such as mentoring, coaching, and communication training, to prepare employees for leadership roles like managing director.
This document discusses coaching in the workplace. It provides several definitions of coaching, emphasizing that coaching is a two-way conversation between manager and employee that leads to improved performance through learning. The document outlines some common barriers to coaching, such as organizational culture, fear, and a lack of coaching skills. It stresses that coaching helps employees develop their own thinking and potential. For coaching to be effective, managers must receive training and practice, and organizations must support a coaching culture from the top-down.
This document summarizes a presentation on leadership and teambuilding. It discusses definitions of leadership, emphasizing inspiring people to follow you. It provides examples of effective leadership from sports and startups. It outlines seven steps to success including treating all equally, leading by example, and trusting subordinates' judgement. Finally, it argues that good leadership and teambuilding are essential for banks to deliver shareholder value through strong customer service and culture set from the top.
Team Concepts is proposing a leadership development program called "Team Champion - Rowing" for XYZ Company's management team. The proposal includes an experiential rowing component where participants will be divided into teams to train and compete in a regatta. This will be combined with seminar sessions on Team Concepts' Inspirational Leadership philosophy and breakout sessions for teams to discuss lessons. The goal is to strengthen team bonds and teach high performance teamwork and leadership. Pricing and terms are also outlined.
Vp Leadership And Organizational DevelopmentAudianDunahm
The document summarizes a presentation by Audie Dunham for the position of Vice President of Leadership & Organizational Development at a multi-billion dollar company. The presentation covered three topics: 1) An experience generating ROI from a human capital position, 2) Thoughts on building a leadership pipeline, and 3) Ideas for lowering turnover in mission critical positions. For the first topic, Dunham discussed a program he created that increased consulting revenue and consultant engagement while decreasing turnover. For the second topic, Dunham outlined elements needed to build a leadership pipeline such as competencies, assessment tools, and development programs. For the third topic, Dunham proposed three ideas for reducing turnover in security officers, a mission critical position.
The document provides an overview of key concepts for building effective teams. It discusses 8 acts of teamwork that foster interdependence, including sharing goals and ideas, asking for help, building trust, and taking risks together. Additionally, it emphasizes the importance of behaviors like constructive feedback, convergent thinking, and creating a positive climate where all members feel valued and supported. The overall message is that strong teams are built on behaviors that encourage cooperation and reliance on one another.
The document discusses leadership and provides insights from various leaders. It argues that genuine leadership has little to do with position and instead involves taking a stand for needed change. It distinguishes between transactional leadership, which focuses on daily goals and incremental change, and transformational leadership, which alters the course of history by raising aspirations. True leadership requires developing an inspiring vision and values, recognizing opportunities to make a difference, and daring to take action. The document outlines 10 elements of a leader's DNA, including being an iconoclast, having empathy, communicating an impossible future, being a game changer, and driving results. It argues that leadership skills can be learned through specific behaviors.
The document discusses leadership pipelines and transitions between leadership levels in organizations. It presents a framework that defines 5 leadership levels based on skill requirements, time spent, and values. Each level has different focuses and challenges as leaders transition between managing self, others, managers, functions, businesses, and the entire enterprise. The leadership pipeline aims to provide a sustainable supply of quality leaders through assessing gaps, continuous performance measurement, and identifying training needs. However, implementing such pipelines faces challenges like mindset changes during transitions and ensuring an adequate talent pool. Developing pipelines requires retaining key leaders while also acquiring and developing talent from within.
This document discusses strategies for building and coaching successful teams. It emphasizes the importance of setting clear goals and direction for the team. An effective team structure depends on factors like organizational culture and project goals. The ideal structure for most marketing teams discussed is a flat structure to empower team members. Regular evaluation of team and individual performance is important to ensure goals are on track. Effective communication, cultural fit of new members, and addressing issues like employee retention are also discussed as key factors for successful teams.
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Jawood is a full-service firm specializing in improving employee performance through just-in-time staffing, human performance consulting and training, and custom curriculum design. They have a national presence and offer experienced resources and flexible solutions. Jawood's services include staffing, consulting, training design and delivery across various topics like leadership, technical skills, and diversity. They have success stories with clients in various industries like construction, government, automotive, and healthcare.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
A self-organizing team is defined as a group of motivated individuals who work together toward a common goal and have the ability and authority to make decisions and adapt to changing demands. Creating a truly self-organizing team is challenging and requires effort from scrum masters, senior management, and the team itself. The scrum master coaches the team and ensures a supportive environment, while senior management provides resources and avoids distractions. Together, through training, coaching, and mentoring over time, these groups can help a team develop the competencies and trust to work collaboratively and pull work independently as a self-organizing entity.
The document discusses entrepreneurial leadership and different leadership models for startups. It explains that entrepreneurial leadership requires having a vision and motivating employees, but that different entrepreneurs may have different leadership styles. Successful startup teams are characterized as having a product that solves customer problems, a tight collaborative culture, relentless customer focus, strong operations, and an early focus on sales.
This document discusses creating a culture of self-discipline in corporations. It argues that the defining feature of highly successful companies is self-discipline among both leaders and employees. Self-discipline comes from within and motivates good work, rather than external discipline based on fear. The key aspects to fostering self-discipline are having the right disciplined people, clear strategic thought, and taking disciplined action focused on customer satisfaction. This replaces the need for bureaucracy and micro-management.
This document provides an introduction to coaching and mentoring. It defines coaching and mentoring, outlines some key coaching models and processes, and discusses the roles of coaches and coachees/mentees. Specifically:
- It defines coaching as a partnering process that facilitates unleashing a person's potential to reach desired objectives. Mentoring is defined as a relationship where someone with greater experience guides another's personal and professional development.
- Some common coaching models are discussed, including the GROW model which involves Goal setting, Reality checking, Options generation, and Will/commitment.
- The coaching process typically involves assessment, planning, intervention, and evaluation. It utilizes skills like questioning, listening, observing and
Jack Welch transformed GE into one of the most successful and admired companies in the world during his 21 years as CEO from 1980 to 2001. He increased revenues five-fold to $130 billion and income ten-fold to $15 billion through innovative management techniques like restructuring the company into a flat organization, prioritizing cultural change, and developing leaders. Welch was known as a tough but inspiring leader who empowered people and shared his vision to make GE the number one or number two in all of its business sectors.
This document discusses how coaching can help reenergize teams and bring them back to life. It notes that while billions are spent on training, most employees remain disengaged. The document then shares stories of disengaged "zombie" teams and outlines how team coaching helped one company lift employee engagement by 30% in under a year by training internal "change agents" to coach teams. It presents a model for moving teams from disengaged "zombies" to passionate "zealots" and argues that rehumanizing work through coaching can energize both individuals and organizations.
When the need of the hour is smart thinking, swift action and effective people skills – can we develop these qualities more effectively in an experiential setting than through classroom training.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
Durante la Segunda Guerra Mundial, los bombarderos de combate desempeñaron un papel crucial en las operaciones militares. Aviones como el B-17 Flying Fortress y el Lancaster británico llevaron a cabo misiones de bombardeo estratégico contra objetivos enemigos en Europa y el Pacífico. Estos bombarderos pesados transportaron grandes cargas de bombas a largas distancias y soportaron fuertes defensas antiaéreas para debilitar la capacidad industrial y militar del enemigo.
The document discusses leadership and provides insights from various leaders. It argues that genuine leadership has little to do with position and instead involves taking a stand for needed change. It distinguishes between transactional leadership, which focuses on daily goals and incremental change, and transformational leadership, which alters the course of history by raising aspirations. True leadership requires developing an inspiring vision and values, recognizing opportunities to make a difference, and daring to take action. The document outlines 10 elements of a leader's DNA, including being an iconoclast, having empathy, communicating an impossible future, being a game changer, and driving results. It argues that leadership skills can be learned through specific behaviors.
The document discusses leadership pipelines and transitions between leadership levels in organizations. It presents a framework that defines 5 leadership levels based on skill requirements, time spent, and values. Each level has different focuses and challenges as leaders transition between managing self, others, managers, functions, businesses, and the entire enterprise. The leadership pipeline aims to provide a sustainable supply of quality leaders through assessing gaps, continuous performance measurement, and identifying training needs. However, implementing such pipelines faces challenges like mindset changes during transitions and ensuring an adequate talent pool. Developing pipelines requires retaining key leaders while also acquiring and developing talent from within.
This document discusses strategies for building and coaching successful teams. It emphasizes the importance of setting clear goals and direction for the team. An effective team structure depends on factors like organizational culture and project goals. The ideal structure for most marketing teams discussed is a flat structure to empower team members. Regular evaluation of team and individual performance is important to ensure goals are on track. Effective communication, cultural fit of new members, and addressing issues like employee retention are also discussed as key factors for successful teams.
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Jawood is a full-service firm specializing in improving employee performance through just-in-time staffing, human performance consulting and training, and custom curriculum design. They have a national presence and offer experienced resources and flexible solutions. Jawood's services include staffing, consulting, training design and delivery across various topics like leadership, technical skills, and diversity. They have success stories with clients in various industries like construction, government, automotive, and healthcare.
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
A self-organizing team is defined as a group of motivated individuals who work together toward a common goal and have the ability and authority to make decisions and adapt to changing demands. Creating a truly self-organizing team is challenging and requires effort from scrum masters, senior management, and the team itself. The scrum master coaches the team and ensures a supportive environment, while senior management provides resources and avoids distractions. Together, through training, coaching, and mentoring over time, these groups can help a team develop the competencies and trust to work collaboratively and pull work independently as a self-organizing entity.
The document discusses entrepreneurial leadership and different leadership models for startups. It explains that entrepreneurial leadership requires having a vision and motivating employees, but that different entrepreneurs may have different leadership styles. Successful startup teams are characterized as having a product that solves customer problems, a tight collaborative culture, relentless customer focus, strong operations, and an early focus on sales.
This document discusses creating a culture of self-discipline in corporations. It argues that the defining feature of highly successful companies is self-discipline among both leaders and employees. Self-discipline comes from within and motivates good work, rather than external discipline based on fear. The key aspects to fostering self-discipline are having the right disciplined people, clear strategic thought, and taking disciplined action focused on customer satisfaction. This replaces the need for bureaucracy and micro-management.
This document provides an introduction to coaching and mentoring. It defines coaching and mentoring, outlines some key coaching models and processes, and discusses the roles of coaches and coachees/mentees. Specifically:
- It defines coaching as a partnering process that facilitates unleashing a person's potential to reach desired objectives. Mentoring is defined as a relationship where someone with greater experience guides another's personal and professional development.
- Some common coaching models are discussed, including the GROW model which involves Goal setting, Reality checking, Options generation, and Will/commitment.
- The coaching process typically involves assessment, planning, intervention, and evaluation. It utilizes skills like questioning, listening, observing and
Jack Welch transformed GE into one of the most successful and admired companies in the world during his 21 years as CEO from 1980 to 2001. He increased revenues five-fold to $130 billion and income ten-fold to $15 billion through innovative management techniques like restructuring the company into a flat organization, prioritizing cultural change, and developing leaders. Welch was known as a tough but inspiring leader who empowered people and shared his vision to make GE the number one or number two in all of its business sectors.
This document discusses how coaching can help reenergize teams and bring them back to life. It notes that while billions are spent on training, most employees remain disengaged. The document then shares stories of disengaged "zombie" teams and outlines how team coaching helped one company lift employee engagement by 30% in under a year by training internal "change agents" to coach teams. It presents a model for moving teams from disengaged "zombies" to passionate "zealots" and argues that rehumanizing work through coaching can energize both individuals and organizations.
When the need of the hour is smart thinking, swift action and effective people skills – can we develop these qualities more effectively in an experiential setting than through classroom training.
This document outlines leadership development programs for managers at different levels within an organization. It discusses junior manager, middle manager, and senior manager programs that focus on developing positive leadership behaviors through strengths, appreciation, and building engagement. The junior manager program teaches fundamentals of people management. The middle manager program focuses on developing, motivating, and sustaining high-performing teams. The senior manager program emphasizes creating a strengths-based culture and developing business acumen. All programs use real-world examples and aim to translate learning into immediate managerial actions.
Durante la Segunda Guerra Mundial, los bombarderos de combate desempeñaron un papel crucial en las operaciones militares. Aviones como el B-17 Flying Fortress y el Lancaster británico llevaron a cabo misiones de bombardeo estratégico contra objetivos enemigos en Europa y el Pacífico. Estos bombarderos pesados transportaron grandes cargas de bombas a largas distancias y soportaron fuertes defensas antiaéreas para debilitar la capacidad industrial y militar del enemigo.
This document contains a Peruvian passport information page for Denny Luis Arias Castro with dates of passport issuance and expiration. It also includes a U.S. visa application supplement with additional questions about previous visits to and visas for the U.S. left blank. Contact information is provided for Mr. Arias Castro including his address in Lima, Peru and email. The purpose of the U.S. trip is listed as attending marketing seminars in New York from March 11-12, 2009.
This document summarizes a Peruvian citizen's visa application. It includes personal details like name, date of birth, address in Peru. It notes the applicant's Peruvian passport was issued in 2008 and expires in 2012. The purpose of travel is listed as "vacation and business" for 7 days. Funding is from personal resources. There is no record of previous visits to the US. Sections 29-31 of the supplemental form are blank, presumably meaning no additional visits, visa issuances, or refusals.
This document discusses improving mobile user experiences. It notes that mobile is the primary way people access the internet in some countries. Constraints on mobile like form factor and battery life must be considered. Simple interfaces work best for mobile. Native apps have advantages over mobile web, but the line is blurring. Windows Mobile was replaced by Windows Phone 7 which improved the user experience. The document emphasizes understanding user behaviors and focusing on usability.
This document promotes Kingsway Solutions, a coaching organization that offers various leadership development programs and services. It summarizes their offerings, which include individual and group coaching in areas like leadership skills, conflict resolution, marketing strategies, and life coaching. Testimonials are provided from past clients who achieved success through Kingsway's programs. The document aims to enroll leaders, entrepreneurs, and professionals by highlighting the organization's industry partnerships and how their coaching approaches can help clients achieve goals and maximize their potential.
The case for investing in a guerrilla business coachSimon Bozeat
The document discusses the case for investing in a "Guerrilla" business coach. It provides reasons why both individuals and organizations invest in coaching, such as improving performance and dealing with underperformance. It then discusses what Guerrilla coaching is and how it differs from other types of coaching by focusing on achieving results quickly through regular sessions. Finally, it addresses common myths and reasons people resist coaching, arguing that a coach can help one improve beyond what they can achieve alone.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
Enhancing Business Performance with Alex HarAlex Har
The document describes Alex Har's coaching services and process. It provides an overview of performance coaching and its benefits for businesses and individuals. It also shares 4 case studies where Alex Har's coaching helped a car dealership, an industrial supply company, an insurance company implement new strategies, and mentored an entrepreneur. The coaching process involves establishing trust and rapport, setting goals and actions plans, and evaluating outcomes.
This document discusses coaching and mentoring in organizations. It states that organizations should use coaching and mentoring to improve key employees' skills and develop them into future leaders. Coaching and mentoring are developmental processes involving one-on-one training to guide employees towards higher potential. Regular coaching sessions can help employees overcome challenges and achieve their goals. The document emphasizes that tapping into employees' unrealized potential through coaching and mentoring can significantly improve an organization's effectiveness.
This document discusses coaching models and the benefits of coaching. It describes how coaching has evolved from focusing on top executives to include senior and middle managers. Coaching helps create more productive employees by empowering individuals to identify and address their blind spots through self-reflection and feedback. Coaching advantages include enabling introspection, improving self-awareness, and assessing personal fit within the work context. While coaching originated in sports, it has expanded significantly and is now applied in business, leadership development, and various aspects of life.
Evoking excellence through agile coachingChris Chan
This document discusses the role of an Agile coach and why organizations engage Agile coaches. It begins by outlining the speaker's experience transitioning between different Agile frameworks over 15 years. It then explains that an Agile coach helps organizations achieve excellence, transform culture, develop people, and innovate through practices like mentoring, facilitating, teaching, and consulting. The document differentiates between types of Agile coaches and discusses common myths about coaching. It emphasizes that coaching is not about having all the answers but rather facilitating self-discovery. The document provides resources for developing coaching competencies and engaging an effective coach.
The document discusses executive coaching and change management services provided by Aspecture Coaching. It summarizes their offerings such as one-to-one coaching, leadership development, cultural audits and 360 degree feedback tools. It highlights how coaching can help with personal, cultural and process-driven change. Client testimonials emphasize the measurable returns and guaranteed results from Aspecture's coaching programs.
A senior management keynote given by Manoj Sharma of http://www.DifferWorld.com on People Leadership, Professional Coaching and Creating a Coaching Organization
Leadership StylesJust as leaders can be found in many places.docxsmile790243
The document discusses leadership styles and the human resources cycle. It describes six leadership styles - pacesetting, visionary, affiliative, coaching, coercive, and democratic. It also outlines the six stages of the human resources cycle: recruit, employ, reward, manage, develop, and transition/exit. The human resources cycle aims to ensure a business has the right people in the right jobs through all stages of employment.
This document provides an overview of a series of executive briefing and learning programs presented by the Centre for Executive Education. The series focuses on developing transformational leadership skills for managing modern organizations. The programs cover topics such as leaving a leadership legacy, leading during turbulent times, managing a multigenerational workforce, developing the next generation of leaders, and achieving results through emotional intelligence. Each program aims to help participants strengthen their leadership abilities and create development plans for themselves and their organizations.
Leadership Coaching Intercultural Coaching - Monika Chutnik in ETTA business ...Monika CHUTNIK
Get clear about the difference between coaching, training, and mentoring; case studies coaching: become confident when coaching is - and when it's not - right for your own or your employee's challenges; become familiar with usual setups of coaching for leaders in organisations. This slide set comes from ETTA Global Leadership Consulting business breakfast delivered in Wroclaw, Poland, March 2017.
Executive coaching helps in making effective managers stronger. It is observed that various coaching strategies and strengths have helped coaches to produce winning athletes in severe intense situations. There are five keys to success that will not only help coaches but also impact team organizations in a positive manner.
Give employees renewed meaning in their work, strengthen team/organizational culture, increase teamwork, boost workplace health, heighten creativity, improve risk taking, and increase ownership.
The document provides details about an individual's career experience and qualifications. It summarizes their experience:
- Working in leadership roles across multiple industries and geographies, setting up new business units and functions for large companies.
- Facilitating leadership development, HR management, and organizational development initiatives for over a decade, measuring success through business profitability impact.
- Holding an undergraduate degree in psychology and a master's degree in organizational behavior, with additional postgraduate qualifications in training and development and business law.
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. Each program aims to provide practical strategies and techniques for participants to improve their leadership abilities and develop personal leadership plans.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
Your Organization's Biggest Challenges By Manoj SharmaManojSharma
A presentation on the biggest challenges an organization faces and how to have them resolved through DifferWorld's Professional Coaching, Training, Development, Speaking and Consultation programs.
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.
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:
[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
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3. 01_Reiss_45037 (V-5).gxd MHN4/4/09 No serious athlete would consider training for an Olympic event, or other challenging sports competition, without the assistance of an inspiring, skilled coach . Usiah Bolt 100 metres 9.74 secs
4. Coaching 74.700.000 pages Mentoring 14.100.000 pages Counselling 13.100.000 pages Google search throws up 75 million pages on coaching
6. With all the things that are remarkable about Tiger Woods, probably the most remarkable is the fact that he has a coach. (The coach may change from time to time but he always has one.) Even Tiger Woods Has A Coach
7. Why do you think Tiger Woods has a coach? . 1.First, we cannot see our own mistakes and 2.If we are not getting better we are getting worse . The second belief is probably the more powerful of the two in driving high-performance individuals We have never met Tiger Woods so we don’t know for sure why he has a coach, but we’d like to think he has a coach for the same reason all high-performing individuals have one. Those who have hired a personal coach have done so because they subscribe to two overriding beliefs
8. He is a great driver, consistent and quick, but he also makes mistakes like we all do, because he is a human being.“ . " These days racing is in the mind.” Everyone out there is good, and they all deserve to win. Lewis needs to recapture his driving from last year . He needs to find that relaxed style again. We see him making the odd mistake , and that is not down to his ability. He wouldn't be doing that if he was driving naturally , the way he showed that he can. Lewis has been misled at times by the opinion of others. He needs one advisor who is unbiased and unemotional, and to be his own worst critic in the most positive way." Advice from Britain's latest world champion, multiple touring car championship title winner Andy Priaulx, hit a little closer to home You have coaches in all other sports, so why not in motorsport?
9. 01_Reiss_45037 (V-5).gxd MHN4/4/09 Every moment of one’s existence one’s growing into more or retreating into less. One is always living a little more or dying a little bit. Norman Mailer Coaching is not new
10. Seventeenth-century merchants turned to "cunning men," or wizards, for guidance; entrepreneurs today turn to their more modern counterparts: coaches. Ever since Machiavelli first advised a young prince, leaders have sought the counsel of outsiders. After all, it's lonely at the top.
11. He founded the International Coach Federation in 1995, as well as several coach training schools, Thomas Leonard is considered to be the founder of the modern coaching profession . including CoachU, CoachVille, and the Graduate School of Coaching. He died suddenly in 2003, leaving behind a rapidly growing new profession. In 2005, the ICF reported over 8,500 coach-members and 132 chapters in 34 countries— double the number of members two years before that and an exponential increase since the Federation’s formation. Thomas felt that "Everyone is a Coach.“ Not a professional coach perhaps, but certainly a coach in their own way.
12. From his perspective coaching was a set of advanced communication and relating skills, with knowledge and experience woven in. For organizations , an effective, beneficial strategy for managing change, developing and retaining leaders, and changing the culture of organizations. For individuals, it has awakened or rekindled purpose, mission and passion, enabling people to connect what matters most to them in their daily lives .
13. 01_Reiss_45037 (V-5).gxd MHN4/4/09 Like sports coaches.professional and executive coaches perform similar functions. Improving thinking skills, improving imagery skills, and taking purposeful action are key ingredients to achieving challenging goals.
14. Coaches are taught to “see” the highest potential in everyone they work with. Coaches believe each person is an expert in their own life, and each is creative, resourceful and whole and therefore capable of creating their own solutions.
15. Muramatsu Micromanager,consumed by tiny details Runs the company on her own takes all decisions,operations Creativity and passion getting depleted by business demands Getting .feeling despondent Coach’s Assessment personal and professional accomplishment constraints identify her goals and dreams, step-by-step plan to get there. Coachwork –taking the client to the next level Time management , delegation, smaller more manageable goals
16. Dina Dwyer-Owens Head of Dwyer Group 36 Succeeded her father Worked at the company No time to sit and strategize Joined a Group Coaching Program for Entrepreneurs Difficulties Not much time to prove herself Transformation from employee to boss difficult Male Dominated company Setting priorities a problem Sucked into too many meetings Not able to do the things that had to be done She wouldn't have much time to prove herself. Major changes incl acquisition
17. encouraged the entrepreneurs to think about their calendars as consisting of three types of days: "focus days," during which you do what's most valuable to expand the company; "buffer days," spent preparing for focus days; and "free days," time off to recharge the batteries . Pellegrini then explained that participants eventually should be taking 150 free days a year--a difficult concept for many in the room to swallow. "The control freaks in the room start to panic," Pellegrini says. People tend to calm down some when they learn that the number includes 104 Saturdays and Sundays. But it's still a big adjustment because many business owners don't slow down on weekends. Dwyer-Owens grasped these time-management concepts immediately . In fact, the whole notion of an organized system held enormous appeal because it reminded her of the systems that her own company puts in place to help franchisees run their businesses.
22. Business coaching addresses the personal and business effectiveness overlap 01_Reiss_45037 (V-5).gxd MHN4/4/09
23. Executive Coaching- It’s all about supporting behaviour CHANGE 01_Reiss_45037 (V-5).gxd MHN4/4/09 . “The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people” “ Behavior change happens mostly by speaking to people’s feelings. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought” (p. 55). Supporting change efforts with a coaching approach that addresses the soft, people issues and deals with coachees’ feelings can help sustain those efforts and add lasting value to improvement investments.
24. Coaching is behaviour based 01_Reiss_45037 (V-5).gxd MHN4/4/09 " Behavior change and strategy realization are the two primary desired results of business coaching Behavior change means that when specific behaviors are identified, examined and modified, coaches help executives change to be more effective . Strategy realization means that the executive needs guidance in clarifying the business strategy to help the business achieve financial, customer or organization goals." - 'Professor D. Ulrich at the Ross School of Business, University of Michigan. All people and systems are dynamic -changing throughout time. For people to grow they have to do different things, change certain habits and that means a change in their behavior. Without that nothing changes. " Behavior change and strategy realization are the two primary desired results of business coaching ..Behavior change means that when specific behaviors are identified, examined and modified, coaches help executives change to be more effective. Strategy realization means that the executive needs guidance in clarifying the business strategy to help the business achieve financial, customer or organization goals." - 'Professor D. Ulrich at the Ross School of Business, University of Michigan. - Some differences between Behavior based Coaching and "traditional coaching": "Executives should seek coaching when they feel that a change in behavior can make a difference in their own success or the success of their team or organization." -Harvard Business Report All people and systems are dynamic -changing throughout time. For people to grow they have to do different things, change certain habits and that means a change in their behavior. Without that nothing changes.
25. , whom you'd hire to address a particular operational or technical problem. And they're not psychotherapists , whom you'd tap to work through emotional issues. Coaches generally focus on one thing: improving your performance as a leader They do this in much the same way sports coaches work with athletes: by helping you make the most of your natural abilities and find ways to work around your weaknesses. A good coach will make sure you meet your commitments, behave like a grownup, and otherwise stay out of your own way--things nearly all of us can use a little help with. Executive coaches are not quite business consultants
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27. Organisational Benefits 01_Reiss_45037 (V-5).gxd MHN4/4/09 One hundred executives from Fortune 100 companies received executive coaching that was both change oriented—aimed at changing certain behaviors or skills—and growth oriented—aimed at sharpening performance. Organizational benefits included • Increased organizational strength • Increased executive retention • Increased productivity • Increased quality • Reduced complaints • Improved working relationships with staff • Improved teamwork • Improved job satisfaction • Conflict reduction • Increased organizational commitment
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30. The CFI framework Tools & Templates Skills Process CFI’s framework places significant emphasis on skills. It sees skills and process as quite interlinked. It sees tools as enablers.
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36. 01_Reiss_45037 (V-5).gxd MHN4/4/09 1 The ability to locate, assess and measure the appropriate behavioral aspects impacting upon a personal/professional (learning or development) change initiative or the performance of a specific professional skill set to be enhanced. 2 The ability to translate behavioral feedback into an action plan. 3 And, the ability to determine the relationship between the personal behavior of the individual and the organizational and business context in which the executive operates The Three Critical Abilities -a coach requires to create a successful development plan for a client Coaching = Achieving SUSTAINABLE, MEASURABLE CHANGE Change = BEHAVIOR Behavioral Change = Can only be obtained through the use and mastery of TOOLS, TECHNIQUES and PROCESSES that have a basis in the behavioral sciences First Law of Professional Coaching : -This decade's rapid development of coaching technology has now given rise to third generation coaching. Use empirically proven methodology -to obtain statistically proven Value-Added Results T he Three Critical Abilities -a coach requires to create a successful development plan for an executive : The ability to locate, assess and measure the appropriate behavioral aspects impacting upon a personal/professional (learning or development) change initiative or the performance of a specific professional skill set to be enhanced. The ability to translate behavioral feedback into an action plan. And, the ability to determine the relationship between the personal behavior of the individual and the organizational and business context in which the executive operates. -This decade's rapid development of coaching technology has now given rise to third generation coaching. Use empirically proven methodology -to obtain statistically proven Value-Added Results
38. 01_Reiss_45037 (V-5).gxd MHN4/4/09 If you need coaching or If you want to pursue a career in coaching Contact Melarkode Narasimhan [email_address] 09769 600 609