Motivation SFS UG Bahman Moghimi Public Lecture Tbilisi University of Georgia.pdf
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The Science of Success Motivation, Emotional Intelligence, Innovation Inspiring and Motivating Individuals, Self-Determination Visionary Life, Gamification
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Ob general part one Bahman Moghimi University of Georgia Tbilisi
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LED514 Mentoring and Developing
Course Overview
Four key areas where leaders are expected to perform are in the areas of strategy, engagement, coaching, and execution.
Strategize
Understand the “business” of the organization.
Envision the future.
Develop a strategy.
Develop
Provide Coaching.
Ensure succession.
Maximize potential.
Engage
Instill commitment.
Build relationships.
Inspire teamwork.
Execute
Build plans.
Solve problems.
Drive results.
Source: Developing coaching skills for leaders. (2011, November 22). BPI Group. YouTube. Retrieved from http://www.youtube.com/watch?v=RDPW1wP6S1U
Internationally renowned author and psychologist Daniel Goleman’s work shows that coaching is the most underutilized of the management skills required to be a successful leader. Yet leaders are expected to develop talent in their organizations – and arguably the most successful way to do this is through coaching and mentoring.
This course targets students who want to develop themselves as leader-mentors who coach (as opposed to those wanting to build skills as professional coaches). Students in the course will be exposed to an experiential leadership process through which they will transform theory into action.
The instructor will act as a mentor/coach and will help the students learn the stages of coaching; how to plan, conduct, and evaluate a coaching session; and prepare a personal professional development plan. The focus of the course is to support and enrich the student’s efforts to improve personal leadership skills in mentoring and coaching.
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
•Module 1 ◦Evaluate the benefits of coaching and examine the basic skills required for successful coaching.
Course Materials/Bibliography
Module 1
Garr, S.S. (2011) High-impact performance management: Maximizing performance coaching. Retrieved from http://marketing.bersin.com/rs/bersin/images/111511_ES_HIPM-Practices1_SSG_Final.pdf
Be a Better Coach, Video, Available in the Trident Online Library
Romero, D. B. (2009). The Business of listening: Become a more effective listener. Rochester, N.Y: Axzo Press.
Ohlin, B. (21 July 2016). Active listening: The art of empathetic conversation. Positive Psychology Program. Retrieved from https://positivepsychologyprogram.com/active-listening/
Scivicque, C. (2012) How to create SMART goals. Retrieved from https://www.youtube.com/watch?v=0U9dZXlU7YI
Cardon, A. (2008). Coaching questions and powerful questions. Metasysteme Coaching. Retrieved from http://www.metasysteme-coaching.eu/pdfexport.php?nid=774
Module 1 - Home
The Principles of Coaching
Modular Learning Outcomes
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Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
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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.
Rethink Innovation!
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
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Here is the list of the top 10 traits of an exceptional education leaders that include: 1. Life-long Learner 2. Analytical Thinking 3. Trust 4. Creative and Innovative 5. Community Building 6. Passion 7. Encourage Feedback and Collaboration 8. Influence 9. Vision 10. Empathy
Leadership Lab Management CompetenciesOther Related Articles .docx
Leadership Lab: Management Competencies
Other Related Articles in Leadership Lab: Management Competencies
Leadership and Mentoring of Young Employees
Jim Horwath
421_Horwath_mentoring
Leadership and Mentoring of Young Employees
1. Introduction
The young employees of today are the future business leaders of tomorrow. As leaders, we have an obligation to help our future by training and mentoring tomorrow’s leaders today. How do we develop and keep the best young talent in an organization? The answer is using a mentoring program. By using an effective mentoring program, the leaders of today can help develop today’s talent into tomorrow’s leaders. Companies that leverage the leadership and experience of senior employees can develop and maintain the talent they have in-house.
2. Leadership Qualities
Leadership is action and not position; a leader shows somebody how to do something, while a boss simply tells a subordinate to get something done. The leader has a vision and a plan and must inspire people around them to believe in and execute a plan. Although there are different types of leaders, all successful leaders share common characteristics that contribute towards their success. An effective leader knows his or her strengths and weaknesses, and is able to maximize all of them. Leaders have a certain confidence about them, and are able to stay calm under pressure. They are able to control their emotions so they can think clearly and make the best decisions that will achieve goals and produce winning situations. Leaders need to be flexible and know how and when to change to best meet each situation. The leader knows how to manage conflict and understand the political culture to achieve the best results. Leaders and the mentors share many of the same qualities; we will continue to discuss combining leadership and mentoring to help young employees. If mentoring of the employee meets the agreed upon goal, the mentor had to function as a leader during the process. It is hard to be a mentor without being a leader.
3. Leaders and Young Employees
Leadership and mentoring of young employees is a way senior employees can help drive success of a corporation or an initiative. Young people graduate from academic institutions armed with academic knowledge and enthusiasm. However, many people quickly realize that they lack the skills required to navigate and succeed in a corporate environment. When employees of different generations need to work together on projects, there is the potential for an unhealthy rivalry and a contentious relationship. The young employee may feel the mature employee is stuck in their ways and unwilling to try an alternative, and the mature employee sees the youthful exuberance as flighty and undisciplined. When a mentor sponsors an employee, they form a professional bond that should leave a lasting impression on both parties. This paper will discuss the connection of leadership and mentoring, discussing how leaders can help dev ...
4Case Study Technology.docx
4
Case Study: Technology and the Resistant Learner
CUR 516
March 2, 2020
Dr. Deborah Hornsby
Case Study: Resistance to Technology in the E-Business Course
At Northwest Community College there is a business course titled BUS 267: e-Business. Throughout this course, the learners will understand how to conduct business-to-business and business-to-consumer transactions electronically. The topics the learners will discuss throughout the course are how to conduct business electronically, how to utilize technology to enhance their business, the unique characteristics of e-marketing, and how to legally, ethically, and regulatory ways to conduct business through e-transactions (Course Catalog: Business, n.d.). Overall, this course teaches the learner the best ways to utilize technology to conduct business.
The E-Business’s target audience is adult learners. Adult learners are normally over the age of 25 and have chosen to postpone their education after high school. Adult learners typically have family’s and are working either full time or part time. Some of the learners may have prior college experience and may have been derailed from pursuing their education due to other obligations. The adult learners generally have more life experience than most students who attend school immediately after high school. They are also more motivated to complete courses in order to obtain a certification or degree that will help further their career or change careers. These learners must manage their school time with work and family obligations. The learners have family, they also must manage their household finance and their educational financial obligations.
There is quite a bit of technology that will be introduced and included in this course. Most e-commerce website utilize Shopify to manage their online orders. Through the course, students will learn how Shopify can be used as a tool for order and inventory management. Shipstation is another tool that compliments Shopify. Students will learn the importance of Shiptstaion regarding shipments, negotiating shipping rates with shippers and then transferring those agreed upon rates into the system, and the importance of fulfilling items in a timely manner. Students will also learn the importance of Google Analytics. The way an ecommerce website is designed is critical to bring traffic and ensure consumers purchase your product. During the course, learners will understand conversion rates and what makes them decrease or increase. Students will also learn the importance of Google and Facebook ads, and how these ads bring traffic to ecommerce websites based on consumer likes and interests
There are many behaviors that indicate why learners are resistant to technology in their training. The first reason is, the student is doing the minimum and going through the motions to get a degree because it is required for their employment, but they do not value the learning because it ...
4Case Study Technology.docx
4
Case Study: Technology and the Resistant Learner
CUR 516
March 2, 2020
Dr. Deborah Hornsby
Case Study: Resistance to Technology in the E-Business Course
At Northwest Community College there is a business course titled BUS 267: e-Business. Throughout this course, the learners will understand how to conduct business-to-business and business-to-consumer transactions electronically. The topics the learners will discuss throughout the course are how to conduct business electronically, how to utilize technology to enhance their business, the unique characteristics of e-marketing, and how to legally, ethically, and regulatory ways to conduct business through e-transactions (Course Catalog: Business, n.d.). Overall, this course teaches the learner the best ways to utilize technology to conduct business.
The E-Business’s target audience is adult learners. Adult learners are normally over the age of 25 and have chosen to postpone their education after high school. Adult learners typically have family’s and are working either full time or part time. Some of the learners may have prior college experience and may have been derailed from pursuing their education due to other obligations. The adult learners generally have more life experience than most students who attend school immediately after high school. They are also more motivated to complete courses in order to obtain a certification or degree that will help further their career or change careers. These learners must manage their school time with work and family obligations. The learners have family, they also must manage their household finance and their educational financial obligations.
There is quite a bit of technology that will be introduced and included in this course. Most e-commerce website utilize Shopify to manage their online orders. Through the course, students will learn how Shopify can be used as a tool for order and inventory management. Shipstation is another tool that compliments Shopify. Students will learn the importance of Shiptstaion regarding shipments, negotiating shipping rates with shippers and then transferring those agreed upon rates into the system, and the importance of fulfilling items in a timely manner. Students will also learn the importance of Google Analytics. The way an ecommerce website is designed is critical to bring traffic and ensure consumers purchase your product. During the course, learners will understand conversion rates and what makes them decrease or increase. Students will also learn the importance of Google and Facebook ads, and how these ads bring traffic to ecommerce websites based on consumer likes and interests
There are many behaviors that indicate why learners are resistant to technology in their training. The first reason is, the student is doing the minimum and going through the motions to get a degree because it is required for their employment, but they do not value the learning because it .
49Learning PointsHow do I• Develop plans that will .docx
49
Learning Points
How do I:
• Develop plans that will help me achieve my goals?
• Clarify my values and decide what is really important to me?
• Develop a personal mission statement?
• Make progress toward my goals, especially when I hit a roadblock?
• Evaluate options concerning ethical dilemmas?
• Know if I am making ethical decisions?
Matthew Smith was enjoying his work as an associate at a leading consulting firm in
New York. The hours didn’t bother him. As the first person from his family to attend col-
lege, he was used to working hard for what he wanted in life. He had worked part time
all the way through high school and college to pay for tuition, room, board, and other
immediate expenses. Now in his third year, he was contemplating his next career step.
Most of Matthew’s friends had moved on to graduate business school, but his boss had
convinced him to stay on. With all the excitement over “new economy” growth clients,
there was plenty of interesting work to go around. He was traveling overseas frequently,
had a good set of friends, had a partner, and was enjoying his current situation. So what
was troubling him? In the back of his mind Matthew realized he wasn’t sure what he
should do next. For possibly the first time in his life he didn’t have to focus single-mindedly
on one goal, such as paying for college. He now had multiple priorities in which he was
interested. But he didn’t have a clue as to how to start making plans to attain any one
of them. Besides, he thought, “I’m always working, anyway. How would I have time to
even think of anything else? So it doesn’t really matter that I’m not sure where I’m
headed.” Or does it?
1. What are the issues Matthew is facing?
2. Should Matthew follow the rest of his friends to graduate business school?
3. Why is it difficult for him to set new priorities for himself ?
4. What advice would you offer Matthew?
Establishing Goals
Consistent with Your
Values and Ethics
3
dej11632_ch03_049-075.indd 49 1/22/18 8:15 AM
50 1 / Intrapersonal Effectiveness: Understanding Yourself
5. How can Matthew set new goals and work toward them while fulfilling his obliga-
tions to his present position?
“If you don’t know where you are going, you’ll probably end up someplace else.”1
Yogi Berra—professional
baseball catcher, manager,
and coach
A goal is a level of proficiency or standard of behavior we wish to attain within a specified period of time.2 If you don’t have a plan to direct your life, where will you end up? Effective goal setting gives you direction and purpose while provid-
ing a standard against which to measure your performance. Having goals also allows
individuals and organizations to have a clear understanding of what they are trying to
accomplish. This chapter describes personal goal setting and values clarification: what
goals and values are, the benefits of being aware of your goals and values, and how to
improve your ability to set meaning ...
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I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 pape.docx
I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 papers due are listed at the bottom as case 1, and SLP 1
BACKGROUND ON ME WILL BE GIVEN UPON BID ACCEPTANCE. Thanks
LED514 Mentoring and Developing
Course Overview
Four key areas where leaders are expected to perform are in the areas of strategy, engagement, coaching, and execution.
Strategize
Understand the “business” of the organization.
Envision the future.
Develop a strategy.
Develop
Provide Coaching.
Ensure succession.
Maximize potential.
Engage
Instill commitment.
Build relationships.
Inspire teamwork.
Execute
Build plans.
Solve problems.
Drive results.
Source: Developing coaching skills for leaders. (2011, November 22). BPI Group. YouTube. Retrieved from http://www.youtube.com/watch?v=RDPW1wP6S1U
Internationally renowned author and psychologist Daniel Goleman’s work shows that coaching is the most underutilized of the management skills required to be a successful leader. Yet leaders are expected to develop talent in their organizations – and arguably the most successful way to do this is through coaching and mentoring.
This course targets students who want to develop themselves as leader-mentors who coach (as opposed to those wanting to build skills as professional coaches). Students in the course will be exposed to an experiential leadership process through which they will transform theory into action.
The instructor will act as a mentor/coach and will help the students learn the stages of coaching; how to plan, conduct, and evaluate a coaching session; and prepare a personal professional development plan. The focus of the course is to support and enrich the student’s efforts to improve personal leadership skills in mentoring and coaching.
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
•Module 1 ◦Evaluate the benefits of coaching and examine the basic skills required for successful coaching.
Course Materials/Bibliography
Module 1
Garr, S.S. (2011) High-impact performance management: Maximizing performance coaching. Retrieved from http://marketing.bersin.com/rs/bersin/images/111511_ES_HIPM-Practices1_SSG_Final.pdf
Be a Better Coach, Video, Available in the Trident Online Library
Romero, D. B. (2009). The Business of listening: Become a more effective listener. Rochester, N.Y: Axzo Press.
Ohlin, B. (21 July 2016). Active listening: The art of empathetic conversation. Positive Psychology Program. Retrieved from https://positivepsychologyprogram.com/active-listening/
Scivicque, C. (2012) How to create SMART goals. Retrieved from https://www.youtube.com/watch?v=0U9dZXlU7YI
Cardon, A. (2008). Coaching questions and powerful questions. Metasysteme Coaching. Retrieved from http://www.metasysteme-coaching.eu/pdfexport.php?nid=774
Module 1 - Home
The Principles of Coaching
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following ...
FUNDAMENTALS OF ORGANIZAIONAL BEHAVIOR.pptx
I just would like to share my presentation on Human Behavior in Educational Management.
Unfortunately I wasn't able to cite the references in my presentation. Hope this will help you with your report. Thank You!
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CEE Masterclass on Executive Leadership that Gets Results - 14 June 2013
CEE Masterclass on Executive Leadership that Gets Results - 14 June 2013Centre for Executive Education
“Like” CEE Facebook Page for Inspirational Quotes and Leadership Articles: https://www.facebook.com/ceeglobalMain content areaDont try to change anyone and eight other wa.docx
Main content area
Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
Unit V PowerPoint PresentationInstructionsPersonal Leadership .docx
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.
Rethink Innovation!
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about.
Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight other
ways to lead global organizational
development
Bob Tobin
W
e humans are a strange bunch when it comes to global organizational
development (OD). We expect others in an organization to change, but we are
often very reluctant to change ourselves. We advocate organizational learning and
development, but are sometimes slow to learn and develop ourselves. Some of the smartest
people are the most reluctant to learn (Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new
techniques and employ coaches to improve their skill. Yet, some executives run the other
way when the idea of employing a coach is suggested for them. Are they really at the top of
their game?
We know intellectually that global OD is tough and takes time, but that doesn’t stop us from
rushing to implement new programs. Too often, we rush through the phase of assessing
readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing
vice-president complained to me, ‘‘They just do not understand that they have to change to
keep up with changes in the marketplace’’. I asked how he’d feel if he were in the same
position. He said, ‘‘No problem. I’m different, I love change.’’
Really? I wonder. How many people really love to change? No doubt, some do but why do
most of us encounter so many problems when we lead change and development efforts?
There are many articles written about resistance to change, so what can we do as leaders to
make success more likely? In particular, how can we better prepare people to make it easier
to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and
professionally. In 25 years of consulting, coaching and speaking to global organizations, I’ve
seen OD programs that really stuck and made a difference in organizations and people’s
lives. I’ve also seen so many expensive initiatives that did little more than waste money and
drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help
you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it’s at the heart of leading OD. No one
wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If
there is going to be expansion of the research centres in Amsterdam, let people know. The
most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he
tells people. And he’s not afraid to dance on the stage either. Show your humanity – do not
hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get
people working together on global teams; help them get to know each other and you. Learn
words and expressions in many languages and learn about ...
Ten Traits of An Exceptional Education Leader.pdf
Here is the list of the top 10 traits of an exceptional education leaders that include: 1. Life-long Learner 2. Analytical Thinking 3. Trust 4. Creative and Innovative 5. Community Building 6. Passion 7. Encourage Feedback and Collaboration 8. Influence 9. Vision 10. Empathy
Leadership Lab Management CompetenciesOther Related Articles .docx
Leadership Lab: Management Competencies
Other Related Articles in Leadership Lab: Management Competencies
Leadership and Mentoring of Young Employees
Jim Horwath
421_Horwath_mentoring
Leadership and Mentoring of Young Employees
1. Introduction
The young employees of today are the future business leaders of tomorrow. As leaders, we have an obligation to help our future by training and mentoring tomorrow’s leaders today. How do we develop and keep the best young talent in an organization? The answer is using a mentoring program. By using an effective mentoring program, the leaders of today can help develop today’s talent into tomorrow’s leaders. Companies that leverage the leadership and experience of senior employees can develop and maintain the talent they have in-house.
2. Leadership Qualities
Leadership is action and not position; a leader shows somebody how to do something, while a boss simply tells a subordinate to get something done. The leader has a vision and a plan and must inspire people around them to believe in and execute a plan. Although there are different types of leaders, all successful leaders share common characteristics that contribute towards their success. An effective leader knows his or her strengths and weaknesses, and is able to maximize all of them. Leaders have a certain confidence about them, and are able to stay calm under pressure. They are able to control their emotions so they can think clearly and make the best decisions that will achieve goals and produce winning situations. Leaders need to be flexible and know how and when to change to best meet each situation. The leader knows how to manage conflict and understand the political culture to achieve the best results. Leaders and the mentors share many of the same qualities; we will continue to discuss combining leadership and mentoring to help young employees. If mentoring of the employee meets the agreed upon goal, the mentor had to function as a leader during the process. It is hard to be a mentor without being a leader.
3. Leaders and Young Employees
Leadership and mentoring of young employees is a way senior employees can help drive success of a corporation or an initiative. Young people graduate from academic institutions armed with academic knowledge and enthusiasm. However, many people quickly realize that they lack the skills required to navigate and succeed in a corporate environment. When employees of different generations need to work together on projects, there is the potential for an unhealthy rivalry and a contentious relationship. The young employee may feel the mature employee is stuck in their ways and unwilling to try an alternative, and the mature employee sees the youthful exuberance as flighty and undisciplined. When a mentor sponsors an employee, they form a professional bond that should leave a lasting impression on both parties. This paper will discuss the connection of leadership and mentoring, discussing how leaders can help dev ...
4Case Study Technology.docx
4
Case Study: Technology and the Resistant Learner
CUR 516
March 2, 2020
Dr. Deborah Hornsby
Case Study: Resistance to Technology in the E-Business Course
At Northwest Community College there is a business course titled BUS 267: e-Business. Throughout this course, the learners will understand how to conduct business-to-business and business-to-consumer transactions electronically. The topics the learners will discuss throughout the course are how to conduct business electronically, how to utilize technology to enhance their business, the unique characteristics of e-marketing, and how to legally, ethically, and regulatory ways to conduct business through e-transactions (Course Catalog: Business, n.d.). Overall, this course teaches the learner the best ways to utilize technology to conduct business.
The E-Business’s target audience is adult learners. Adult learners are normally over the age of 25 and have chosen to postpone their education after high school. Adult learners typically have family’s and are working either full time or part time. Some of the learners may have prior college experience and may have been derailed from pursuing their education due to other obligations. The adult learners generally have more life experience than most students who attend school immediately after high school. They are also more motivated to complete courses in order to obtain a certification or degree that will help further their career or change careers. These learners must manage their school time with work and family obligations. The learners have family, they also must manage their household finance and their educational financial obligations.
There is quite a bit of technology that will be introduced and included in this course. Most e-commerce website utilize Shopify to manage their online orders. Through the course, students will learn how Shopify can be used as a tool for order and inventory management. Shipstation is another tool that compliments Shopify. Students will learn the importance of Shiptstaion regarding shipments, negotiating shipping rates with shippers and then transferring those agreed upon rates into the system, and the importance of fulfilling items in a timely manner. Students will also learn the importance of Google Analytics. The way an ecommerce website is designed is critical to bring traffic and ensure consumers purchase your product. During the course, learners will understand conversion rates and what makes them decrease or increase. Students will also learn the importance of Google and Facebook ads, and how these ads bring traffic to ecommerce websites based on consumer likes and interests
There are many behaviors that indicate why learners are resistant to technology in their training. The first reason is, the student is doing the minimum and going through the motions to get a degree because it is required for their employment, but they do not value the learning because it ...
4Case Study Technology.docx
4
Case Study: Technology and the Resistant Learner
CUR 516
March 2, 2020
Dr. Deborah Hornsby
Case Study: Resistance to Technology in the E-Business Course
At Northwest Community College there is a business course titled BUS 267: e-Business. Throughout this course, the learners will understand how to conduct business-to-business and business-to-consumer transactions electronically. The topics the learners will discuss throughout the course are how to conduct business electronically, how to utilize technology to enhance their business, the unique characteristics of e-marketing, and how to legally, ethically, and regulatory ways to conduct business through e-transactions (Course Catalog: Business, n.d.). Overall, this course teaches the learner the best ways to utilize technology to conduct business.
The E-Business’s target audience is adult learners. Adult learners are normally over the age of 25 and have chosen to postpone their education after high school. Adult learners typically have family’s and are working either full time or part time. Some of the learners may have prior college experience and may have been derailed from pursuing their education due to other obligations. The adult learners generally have more life experience than most students who attend school immediately after high school. They are also more motivated to complete courses in order to obtain a certification or degree that will help further their career or change careers. These learners must manage their school time with work and family obligations. The learners have family, they also must manage their household finance and their educational financial obligations.
There is quite a bit of technology that will be introduced and included in this course. Most e-commerce website utilize Shopify to manage their online orders. Through the course, students will learn how Shopify can be used as a tool for order and inventory management. Shipstation is another tool that compliments Shopify. Students will learn the importance of Shiptstaion regarding shipments, negotiating shipping rates with shippers and then transferring those agreed upon rates into the system, and the importance of fulfilling items in a timely manner. Students will also learn the importance of Google Analytics. The way an ecommerce website is designed is critical to bring traffic and ensure consumers purchase your product. During the course, learners will understand conversion rates and what makes them decrease or increase. Students will also learn the importance of Google and Facebook ads, and how these ads bring traffic to ecommerce websites based on consumer likes and interests
There are many behaviors that indicate why learners are resistant to technology in their training. The first reason is, the student is doing the minimum and going through the motions to get a degree because it is required for their employment, but they do not value the learning because it .
49Learning PointsHow do I• Develop plans that will .docx
49
Learning Points
How do I:
• Develop plans that will help me achieve my goals?
• Clarify my values and decide what is really important to me?
• Develop a personal mission statement?
• Make progress toward my goals, especially when I hit a roadblock?
• Evaluate options concerning ethical dilemmas?
• Know if I am making ethical decisions?
Matthew Smith was enjoying his work as an associate at a leading consulting firm in
New York. The hours didn’t bother him. As the first person from his family to attend col-
lege, he was used to working hard for what he wanted in life. He had worked part time
all the way through high school and college to pay for tuition, room, board, and other
immediate expenses. Now in his third year, he was contemplating his next career step.
Most of Matthew’s friends had moved on to graduate business school, but his boss had
convinced him to stay on. With all the excitement over “new economy” growth clients,
there was plenty of interesting work to go around. He was traveling overseas frequently,
had a good set of friends, had a partner, and was enjoying his current situation. So what
was troubling him? In the back of his mind Matthew realized he wasn’t sure what he
should do next. For possibly the first time in his life he didn’t have to focus single-mindedly
on one goal, such as paying for college. He now had multiple priorities in which he was
interested. But he didn’t have a clue as to how to start making plans to attain any one
of them. Besides, he thought, “I’m always working, anyway. How would I have time to
even think of anything else? So it doesn’t really matter that I’m not sure where I’m
headed.” Or does it?
1. What are the issues Matthew is facing?
2. Should Matthew follow the rest of his friends to graduate business school?
3. Why is it difficult for him to set new priorities for himself ?
4. What advice would you offer Matthew?
Establishing Goals
Consistent with Your
Values and Ethics
3
dej11632_ch03_049-075.indd 49 1/22/18 8:15 AM
50 1 / Intrapersonal Effectiveness: Understanding Yourself
5. How can Matthew set new goals and work toward them while fulfilling his obliga-
tions to his present position?
“If you don’t know where you are going, you’ll probably end up someplace else.”1
Yogi Berra—professional
baseball catcher, manager,
and coach
A goal is a level of proficiency or standard of behavior we wish to attain within a specified period of time.2 If you don’t have a plan to direct your life, where will you end up? Effective goal setting gives you direction and purpose while provid-
ing a standard against which to measure your performance. Having goals also allows
individuals and organizations to have a clear understanding of what they are trying to
accomplish. This chapter describes personal goal setting and values clarification: what
goals and values are, the benefits of being aware of your goals and values, and how to
improve your ability to set meaning ...
Enhance performance and Productivity through Attitude, Corporate Training by ...
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Don’t try to change anyone and eight otherways to lead globa.docx
Don’t try to change anyone and eight otherways to lead globa.docx
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Reference Book: MM Kotler & Armstrong
Prof. Bahman Moghimi
Seminar in Ilia State University, Tbilisi, Georgia
Day-One 11 Oct, 2014
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- 2. Motivation Management Bahman Moghimi Academic Staff of the school of Business and Administrative Studies Author and Public Speaker
- 3. Why we are here? من َعودا مال ﻻ ، الجهل من َشدا فقر ﻻ العقل Prophet Mohammad (PBUH) B.Moghimi@ug.edu.ge 3
- 6. Motivation: The driving force behind our actions The term motivation describes why a person does something. It is the driving force behind human actions. Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. Motivation includes the biological, emotional, social, and cognitive forces that activate human behavior. B.Moghimi@ug.edu.ge 6
- 7. Motivation theory - Arousal Theory The study of understanding what drives a person to work towards a particular goal or outcome. It's relevant to all of society but is especially important to business and management. The arousal theory of motivation suggests that people are motivated differently. A person with low arousal needs may need to read a book to be motivated, while those with high arousal needs might need an exciting, thrill-seeking behaviors such as motorcycle racing. B.Moghimi@ug.edu.ge 7
- 8. Components of Motivation • Activation is the decision to initiate a behavior. • Persistence is the continued effort toward a goal even though obstacles may exist. • Intensity is the concentration and vigor that goes into pursuing a goal. 8 B.Moghimi@ug.edu.ge
- 9. How Do we sell? Why do they buy? Product/ Service/ University Program/ Date/ Job Interview/ idea to your boss …… B.Moghimi@ug.edu.ge 9
- 10. Innovation: The action or process of innovating Innovation is crucial to the continuation of success Let’s Discuss: IS IT ALWAYS OR JUST SOMETIMES ? Similar Change/ alteration/ revolution/ transformation/ metamorphosis/ reorganization Restructuring/ rearrangement/ recasting/ remodeling/ renovation/ variation new measures/ new methods/ unconventionality/ modernization/ Un-traditional-ing 10 B.Moghimi@ug.edu.ge
- 11. Innovation and Creativity Design DREAM Courage Success is nothing but a few smart discipline practiced everyday! Bahman Moqimi 11 B.Moghimi@ug.edu.ge
- 12. Science of Success • Creativity • Innovation • Change • Yourself • Your Team • Leadership To Achieve your goals ... B.Moghimi@ug.edu.ge 12
- 13. • Live & Let Die • Dr. No • Die Another Day Live Yes Live Best Investment: YOURSELF B.Moghimi@ug.edu.ge 13
- 14. Is change part of the life? B.Moghimi@ug.edu.ge 14
- 16. Team: [People, Values, Goals] Talent wins games, but teamwork and intelligence wins championships. ~ Michael Jordan Individually, we are one drop. Together, we are an ocean. ~ Ryunosuke Satoro Not finance, not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and rare. ~ Patrick Lencioni When you need to innovate, you need collaboration. ~ Marissa Mayer B.Moghimi@ug.edu.ge 16
- 17. Sigmund Freud: What can we learn? 17
- 18. Indicatives of an unhealthy “organization” • Negative attitude toward everything! Mr. NO !!!! • Un-balanced Relationships. Mr. always give !!! • No goal oriented. High frustration or confusion. Mr. ar vitci !!! • Grumbling and retaliation. Mr. Revenge !!! • No Learning. Mr. always right !!! • Unhealthy competition. Mr. Comparison !!! • Unprofessional Communication. Mr. Angry !!! • Dishonest or Secrecy. Mr. Lier B.Moghimi@ug.edu.ge 18
- 20. Things to drop on 2024 • Trying to please everyone • Fearing change • Living in the past • Doubting yourself • Overthinking everything B.Moghimi@ug.edu.ge 20
- 21. Gamification is adding game mechanics into nongame environments, like a website, online community, learning management system or business' intranet to increase participation. The goal of gamification is to engage with consumers, employees and partners to inspire collaborate, share and interact. 21
- 24. Q and A <3