This document outlines an agenda for a training session on mobilization. It will cover the roles and responsibilities of a mobilizer, building effective teams, setting and achieving targets, and Gram Tarang's functioning departments. The session will use activities, case studies, brainstorming, and questions to teach trainees about priorities, team building skills, communicating targets, and providing awards and recognition. Trainees should understand the difference between an ideal and busy mobilizer upon completing the training.
Tu Mu, Chinese military commentator, said, “If I wish to take advantage of the enemy I must perceive not just the advantage in doing so but must first consider the ways he can harm me if I do.” A key part of waging war and offensive strategies in the proposal world is to war game in a Black Hat review where we create potential war scenarios by aligning ourselves and our allies against a set of opponents. Each team assumes the competitor mindset and prepares as if they are the competition. Each team collects intelligence and develops their battle plans and using rules created to closely simulate battle (proposal evaluation) conditions, play out the war game in front of the evaluators. Only one team is victorious, we gain valuable insight into the strategies of our competition, and gather lessons learned. In this session, we explore the Black Hat process, how to define the competitive information you need upfront, develop high producing teams, optimize the teams’ products and leverage them in your proposal.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
Tu Mu, Chinese military commentator, said, “If I wish to take advantage of the enemy I must perceive not just the advantage in doing so but must first consider the ways he can harm me if I do.” A key part of waging war and offensive strategies in the proposal world is to war game in a Black Hat review where we create potential war scenarios by aligning ourselves and our allies against a set of opponents. Each team assumes the competitor mindset and prepares as if they are the competition. Each team collects intelligence and develops their battle plans and using rules created to closely simulate battle (proposal evaluation) conditions, play out the war game in front of the evaluators. Only one team is victorious, we gain valuable insight into the strategies of our competition, and gather lessons learned. In this session, we explore the Black Hat process, how to define the competitive information you need upfront, develop high producing teams, optimize the teams’ products and leverage them in your proposal.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
Slides Dominic Gadoury recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Strategic Wargaming For Business Presentation to Deloitte's 50 Best Managed C...Fred Aubin, CD MCGI
Strategic Wargaming For Business - “Execution excellence through disciplined rehearsal” - Presented by Paul Roman and Fred Aubin to Deloitte's 50 Best Managed Companies Symposium at the Metro Toronto Convention Centre on 16 April 2013
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
Program planning and development presentation slides for online training webinar on writing better program objectives developed for Cooperative Extension Service professionals in Louisiana.
Scenario Analysis: Planning for Uncertain FuturesAugust Jackson
Scenario analysis is a method for creating strategic foresight that overcomes the shortcomings of traditional forecasting methods. It helps strategists and decision makers create a shared vocabulary and baseline for quality strategic planning.
I delivered this presentation to the Society of Competitive Intelligence Professionals DC chapter on January 14, 2010.
Draft
Energize Results Toolkit
Refresh, Review, Reenergize!
Sustaining Movement toward C2
Tara, please put in pages numbers after you edit thanks
Contents
Toolkit Introduction ……………………………………………………………………………………….3
PHI Developed Team/meeting Activities
1. “Let’s celebrate our progress and achievements”(team building activity linking to Celebrate PHI, Focused Accountability, Focused Feedback, Focused Storytelling, Focused Feedback)……………………………………………..
2. “Staying Energized in 2015” (Team Building with Energize Results/Collaboration Wins)……………………………………….
3. Closing the gaps in 2015 (Focused Accountability, Think Customer, and Action Learning, small and large group activity) …………………………..
4. Fast and Furious Feedback Exchange (Exchange Feedback, You Count, Open Up, Demonstrate Trust, individual and team development)……….
PILtools.com………………………………………………………………………………………………..
Recomended: The Four Types of Beliefs……………………………………………………….
????? about this section PIL material not used in Energize Results training
· Metholdogoy for changing beliefs
· Signs of a lack of alignment
· See it own it solve it best practices
· How to recognize when you are below the line above the line
Introduction
· This toolkit contains individual and team activities, video clips, pdf downloads from PILtools.com that can be used in small and large group meetings.
· This toolkit contains four standalone, optional activities developed specially for PHI as a way to help use Energize Results with individuals or teams.
· These activities can be used with small or large groups/teams to refresh, review and reengergize.
· Several activities will enable individual and teams to gain a deeper understanding of the Energize Results concepts like the Results Pyramid and were not part of the original Energize Results training.
· Activities are designed to reinforce Energize Results through team work, reflection and Action Learning.
· Activities are also meant to be fun, creative, and edited by users to fit their needs.
Activity 1 -“Let’s celebrate our progress and achievements”(team building activity linking to Celebrate PHI, Focused Accountability, Focused Feedback, Focused Storytelling, Focused Feedback)
___________________________________________________________________
Purpose: to spend time reflecting on progress toward C2 and achievements in 2014.
Materials Needed Two flip charts or large white board
Sticky dots, post-it notes, markers
· Time: 1-1.5 hour, depends on size of group.
· Description
· Part I Energize Results Matrix
· Part II What we are most proud as a team in 2014
· Link activity from both Part I and II back to a Key Result.
Option: Use Part I or Part II as standalone activity.
Part I. Energize Results Tool Matrix
Draw the matrix below on a white board or flip charts.
Brainstorming: Each person records on post it notes, how Energize Results (Key Results, Cultural Beliefs, Results Pyramid, tools, etc.) has impacted individual and team accom ...
Slides Dominic Gadoury recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Strategic Wargaming For Business Presentation to Deloitte's 50 Best Managed C...Fred Aubin, CD MCGI
Strategic Wargaming For Business - “Execution excellence through disciplined rehearsal” - Presented by Paul Roman and Fred Aubin to Deloitte's 50 Best Managed Companies Symposium at the Metro Toronto Convention Centre on 16 April 2013
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
Program planning and development presentation slides for online training webinar on writing better program objectives developed for Cooperative Extension Service professionals in Louisiana.
Scenario Analysis: Planning for Uncertain FuturesAugust Jackson
Scenario analysis is a method for creating strategic foresight that overcomes the shortcomings of traditional forecasting methods. It helps strategists and decision makers create a shared vocabulary and baseline for quality strategic planning.
I delivered this presentation to the Society of Competitive Intelligence Professionals DC chapter on January 14, 2010.
Draft
Energize Results Toolkit
Refresh, Review, Reenergize!
Sustaining Movement toward C2
Tara, please put in pages numbers after you edit thanks
Contents
Toolkit Introduction ……………………………………………………………………………………….3
PHI Developed Team/meeting Activities
1. “Let’s celebrate our progress and achievements”(team building activity linking to Celebrate PHI, Focused Accountability, Focused Feedback, Focused Storytelling, Focused Feedback)……………………………………………..
2. “Staying Energized in 2015” (Team Building with Energize Results/Collaboration Wins)……………………………………….
3. Closing the gaps in 2015 (Focused Accountability, Think Customer, and Action Learning, small and large group activity) …………………………..
4. Fast and Furious Feedback Exchange (Exchange Feedback, You Count, Open Up, Demonstrate Trust, individual and team development)……….
PILtools.com………………………………………………………………………………………………..
Recomended: The Four Types of Beliefs……………………………………………………….
????? about this section PIL material not used in Energize Results training
· Metholdogoy for changing beliefs
· Signs of a lack of alignment
· See it own it solve it best practices
· How to recognize when you are below the line above the line
Introduction
· This toolkit contains individual and team activities, video clips, pdf downloads from PILtools.com that can be used in small and large group meetings.
· This toolkit contains four standalone, optional activities developed specially for PHI as a way to help use Energize Results with individuals or teams.
· These activities can be used with small or large groups/teams to refresh, review and reengergize.
· Several activities will enable individual and teams to gain a deeper understanding of the Energize Results concepts like the Results Pyramid and were not part of the original Energize Results training.
· Activities are designed to reinforce Energize Results through team work, reflection and Action Learning.
· Activities are also meant to be fun, creative, and edited by users to fit their needs.
Activity 1 -“Let’s celebrate our progress and achievements”(team building activity linking to Celebrate PHI, Focused Accountability, Focused Feedback, Focused Storytelling, Focused Feedback)
___________________________________________________________________
Purpose: to spend time reflecting on progress toward C2 and achievements in 2014.
Materials Needed Two flip charts or large white board
Sticky dots, post-it notes, markers
· Time: 1-1.5 hour, depends on size of group.
· Description
· Part I Energize Results Matrix
· Part II What we are most proud as a team in 2014
· Link activity from both Part I and II back to a Key Result.
Option: Use Part I or Part II as standalone activity.
Part I. Energize Results Tool Matrix
Draw the matrix below on a white board or flip charts.
Brainstorming: Each person records on post it notes, how Energize Results (Key Results, Cultural Beliefs, Results Pyramid, tools, etc.) has impacted individual and team accom ...
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 "Time on Progress Work" and will show you how to set and accomplish new achievements with your time.
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From the previous session, they were able to identify their strengths and weaknesses, and analyzed opportunities and threats that run with them. They also learned that SWOT is not only an effective tool for business but is also beneficial for job seekers and students like them who aim to climb the career and success ladder.
In this module, they will learn the step by step procedure in making plans depending on their timeframe. This will assure them of a more structured and reliable implementation of plans that will lead to achieving goals. Finally, this session will enable them to focus their talents, skills, and values to the career and life plans that they dream of.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
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2. Roles and responsibility of a mobilizer
The mobilizing technique & tools
Building An effective Teams
Target setting and achievement
About Gram Tarang and its functioning department
Mobilizing criteria for a particular department
At end of the training the trainee should know the……
WHAT WILL WE COVER IN THIS SESSION
Know your priorities
Awards & Recognition
Through group
Activities, Case
study, Brainstorming
and follow up with
some open question
3/11/2015 Chandan Rout 2
3. Ground Rules
Breaks
On time every time
Cell phones
Ask questions
Willingness to learn
Commitment to put learning's into action
Have fun
3/11/2015 Chandan Rout 3
4. Starts a story by saying a sentence. It then goes in a
circle, each person adding a sentence onto the story-after
repeating each sentence that's already been added.
3/11/2015 Chandan Rout 4
5. Activity 1
1. Write down the responsibilities of a mobilizer
2. Draw the attributes of a mobilizer
Procedure:
Divide the team in a group, with chart paper and color pen
Now instruct the 1st group to write down the responsibility of
mobilizer
Again instruct the 2nd group to draw the whole attributes of a
mobilizer
Give them at least 15 minutes for each groups
After 15 minutes instruct the groups to present with the related
works
Again follow up with some open ended question?
3/11/2015 Chandan Rout 5
6. Learning’s
What is the difference between responsibility
and attributes of a mobilizers
How you convert your attributes into responsibility
How did you define your negative
shadow or positive shadow
3/11/2015 Chandan Rout 6
7. Case 1
List the plan for mobilizing the students in your areas
Make another plan for mobilizing students where drop
outs are very high and they have some homesickness
attributes
List the another plan where there is no any skill
awareness campaign done till yet and how do you
mobilize people there
3/11/2015 Chandan Rout 7
9. Building An Effective Teams
Exercise I or We?
Exercise 1
o Break into 4 teams
o Select a leader
o The team leader will be shown 25 items for1 minutes
o The leader will have to wait for 1 minute after he/she sees
the items and list down as many as he/she can remember
Exercise 2
• Each team will be shown 25 items for 1 minute
• The team will have to wait for 1 minute after they sees the
items and the list down as many as they can remember
• The team has 5 minutes to prepare work on its approach
3/11/2015 Chandan Rout 9
10. I or We Learning’s
What was your strategy in Exercise 1?
What was your strategy in Exercise 2?
What difference did you make in exercise? 2
What is the learning?
3/11/2015 Chandan Rout 10
11. Characteristic of a High Performance Teams
Live a common purpose
Common approach for achieving goals
Focused on both individual and team
performance
Have mutual trust among members
Have specific individuals aligned to the
larger collective goal
Celebrate achievements.
3/11/2015 Chandan Rout 11
12. 3/11/2015 Chandan Rout 12
Adding only a single line, transform
this into a “6”
IX
Hint: there are at least three different solution
13. Paint a picture
Exercise:
- Break into 2 teams
- Each team to use the chart papers. Markers and other materials
to create a chart which represents a day in the life of a
mobilizer
- You will be given individual briefs basis which you would
need to paint a picture
Team 1: Paint a picture of very busy mobilizer who does
everything possible in the field
Team 2 : Paint a picture of ideal mobilizer who has everything
going right
3/11/2015 Chandan Rout 13
14. 3/11/2015 Chandan Rout 14
What is the difference between a very busy
mobilizer and an ideal mobilizer
What do a mobilizers do to
become an ideal mobilizer
Learning’s:
15. 3/11/2015 Chandan Rout 15
Set Direction
Manage Priorities
Motivate Others
Give Positive Feedback
Live the “WE” versus “I” approach
Successful Mobilizers
16. Setting and Communicating The Targets
Exercise – Scenario 1
Break into two teams
Each team to work on the below mobilizing target which has
been given to them for the month of March 2015 for the
below scenario.
The scenario:
- You are a mobilizer at Gram Tarang in Assam
- You have 5 mobilizer’s in your team
- Total target achievements till march 2014 – 65 students
- You are currently at 90% of YTD target achievement.
YTD CCD BPO SMO CNC Fitter
March 2015 20 20 30 10 20
March 2014 15 15 20 5 10
3/11/2015 Chandan Rout 16
17. Exercise 1 – scenario 1
Step 1: you have 15 minutes to arrive at a plan which should have
1. Team player wise targets
2. Activities that will be undertaken in your organization to
support achievements of these targets
3. How will you communicate this to your team player’s
4. How and when will you review them
Step 2 : you will present your plan to the other team in 5 minutes
including Q/A
3/11/2015 Chandan Rout 17
18. Exercise 2 scenario - 1
Rework the exercise 1 using the principles state in the earlier slide.
Your reworked plan should have
Team 1 : Incentive Goals
Team 2 : Company Goals
- The exact targets expected an individual to achieve to ensure that
your goals are met
- What he/she should do daily to achieve those targets
- Who will support them in the various elements of their targets
- Reward/Recognition
3/11/2015 Chandan Rout 18
19. Exercise – 2 Scenario 1
3/11/2015 Chandan Rout 19
What were 2 positive changes in the revised plan?
What outcomes could these changes lead to?
What could be added on to the plans to aid the above
and ensure that the targets were met?
Steps 3 : Your learning’s – A discussion ( 15 minutes)
20. Exercise 2 - scenario
You are now at the 15th of the month
Below is your achievement till date
CCD BPO SMO CNC FITTER
30 25 50 30 20
25 20 30 25 15
One of your team player has contracted dengue fever and will
not be at work for 3 weeks
Rework your plan in the previous exercise to ensure that you
achieve you target ( 20 minutes)
3/11/2015 Chandan Rout 20
21. Exercise – 2 scenario 2
Steps 3 : your learning’s – A discussion
1. What were 2 positive changes in the revised plan?
2. What outcomes could these changes lead to?
3. What could be added on to plans to aid the above and
ensure that the targets were met?
3/11/2015 Chandan Rout 21
22. Objectives of Communicating Targets
To build ownership
Answer the WIIFM
Outline clear steps on what needs to be
done to achieve the targets
Knows were he/she can go for supports
3/11/2015 Chandan Rout 22
S M A R T
23. When and where should I communicate target
• One on one meetings
• Monthly meetings
• Morning meetings
• Success huddles
3/11/2015 Chandan Rout 23
24. Work with…..PRISM
P – Pride
R – Respect
I – Integrity
S – Self Discipline
M - Motivated
3/11/2015 Chandan Rout 24