This document discusses the differences between managing, leading, and coaching. It states that leadership accounts for 15% of organizational success, but managing and leading are distinct roles with different focuses. Managing focuses on enabling employee performance, while leading focuses on moving people towards a shared vision. Coaching helps both managers and leaders improve by developing employees' talents and changing roles to enable success. The document emphasizes that coaching, managing, and leading require distinct skill sets and coaching can help integrate these roles to improve organizations.
Performance coaching is now very common and mandatory for all. Everyone wants to achieve more success in life but is it that easy without any coaching? Well, I don’t think so. Let’s have a look why coaching is important and some essential key elements in performance coaching. Also you can find here few steps that need to follow to enhance your critical skills for setting and achieving goals.
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
This document discusses coaching and leadership to increase sales performance. It begins by defining sales coaching as an ongoing process between a manager and representative to diagnose and reinforce behaviors. It then outlines a coaching process model involving preparing, affirming development, understanding behavior, specifying changes, and embedding new behaviors. The document highlights research showing coaching increases sales productivity by 8% and engagement. It adds that good coaching keeps 87% more training retention. Finally, it discusses adding leadership to coaching by communicating vision, holding accountability, and using situational leadership styles based on representative development levels.
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
This document discusses the differences between managing, leading, and coaching. It states that leadership accounts for 15% of organizational success, but managing and leading are distinct roles with different focuses. Managing focuses on enabling employee performance, while leading focuses on moving people towards a shared vision. Coaching helps both managers and leaders improve by developing employees' talents and changing roles to enable success. The document emphasizes that coaching, managing, and leading require distinct skill sets and coaching can help integrate these roles to improve organizations.
Performance coaching is now very common and mandatory for all. Everyone wants to achieve more success in life but is it that easy without any coaching? Well, I don’t think so. Let’s have a look why coaching is important and some essential key elements in performance coaching. Also you can find here few steps that need to follow to enhance your critical skills for setting and achieving goals.
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
This document discusses coaching and leadership to increase sales performance. It begins by defining sales coaching as an ongoing process between a manager and representative to diagnose and reinforce behaviors. It then outlines a coaching process model involving preparing, affirming development, understanding behavior, specifying changes, and embedding new behaviors. The document highlights research showing coaching increases sales productivity by 8% and engagement. It adds that good coaching keeps 87% more training retention. Finally, it discusses adding leadership to coaching by communicating vision, holding accountability, and using situational leadership styles based on representative development levels.
The document discusses the changing role of managers from one of command and control to that of a coach. Coaching involves an ongoing dialogue between manager and employee to develop skills, performance, and potential. It focuses on encouraging and motivating the employee to achieve higher goals, unlike performance assessments. Coaching is important for reinforcing formal training and sustaining new skills. It indicates that the highest reason employees leave organizations is dissatisfaction with their direct supervisor. Effective coaching involves managers asking open-ended questions to draw solutions from employees rather than being prescriptive. This approach increases innovation, learning, thinking, and team productivity.
The document discusses strategies for being creative on social media. It emphasizes that strategy and creative work must collaborate closely like engineers and architects. It also stresses the importance of planning propagation across social channels like Facebook, Twitter and Pinterest. Additionally, it notes that the goal should be to influence what people say about a brand rather than just telling them what to say. A key part of social media campaigns is continuing to create and engage with audiences after launch through reactive, live content. Creativity and community management require a blend of strategic thinking, creative skills, and understanding social behaviors.
The document discusses strategies for being creative on social media. It emphasizes that strategy and creative work must collaborate closely like engineers and architects. It also stresses the importance of planning propagation across social channels like Facebook, Twitter and Pinterest. Additionally, it notes that the goal should be to influence what people say about a brand rather than just telling them what to say. A key part of social media campaigns is continuing to create and engage with audiences after launch through reactive, live content. Creativity and community management require a blend of strategic thinking, creative skills, and understanding social behaviors.
A creative strategist defines business objectives simply and refines complex problems. They deliver a clear message of what needs to be done and why by understanding the audience and when and how to effectively deliver the message. A strategist's work is fluid and allows building on ideas that work well. Their role is to bring out the hope, fear and adventure inside organizations to drive strategic objectives forward in a measurable way.
This document analyzes the social media phenomenon of Facebook. It provides key facts about Facebook's history, growth, and user base. Facebook was created in 2004 by Harvard students and initially only for Harvard users, but has since expanded globally. As of 2007, Facebook had over 42 million active users, making it the second largest social network after MySpace. The document examines Facebook's explosive growth between 2006-2007, its daily active users and loyalty, and its increasing international popularity particularly in English-speaking countries and recently in France.
This document discusses incorporating happiness and human fulfillment into business models. It argues that traditional economics views people as rational actors motivated solely by self-interest (Homo economicus), but that people are actually irrational and motivated by emotions and what makes them feel good (Homo feelgoodonicus). It outlines four pillars of happiness - autonomy, competence, relatedness, and self-esteem - and provides examples of how companies like Zappos, Twitter and Moleskine incorporate these pillars to make customers happy.
The document discusses mindfulness therapy and meditation, outlining the path of mindfulness from healthy lifestyle to self-actualization, research on benefits such as reduced stress and anxiety, and therapeutic interventions like Mindfulness-Based Stress Reduction and Cognitive Therapy which incorporate mindfulness practices and have shown lasting improvements for conditions like depression.
The document discusses finding a job without looking by focusing inward to understand yourself. It emphasizes discovering your authentic self over seeking approval from others. Knowing yourself allows you to understand what you want and avoid living as a "second rate version" trying to impress others. The document provides exercises to reflect on your strengths and interests in order to pursue opportunities aligned with your authentic self. It encourages taking on "huge, foolish projects" that interest you personally.
The document summarizes key points from Daniel Pink's book "A Whole New Mind" which argues that society is shifting from valuing left-brain, logical thinking to also valuing right-brain capabilities for the "Conceptual Age". It discusses six essential right-brain aptitudes needed for the future: Design, Story, Symphony, Empathy, Play, and Meaning. For each aptitude, it provides strategies for cultivating those skills and their importance for the future.
Mihaly Csikszentmihalyi proposes a systems model of creativity that views creativity as emerging from the interaction between an individual, a domain, and a field. [1] The model posits that a creative idea must be novel within a cultural domain, be selected for inclusion by the gatekeepers within that domain's field, and eventually influence the culture at large. [2] Csikszentmihalyi argues that considering only individuals fails to account for the external cultural factors that influence creativity. [3] The systems model provides a framework for understanding how culture, society, and personal background interact to either enable or constrain creative contributions.
1) The document discusses Mihaly Csikszentmihalyi's systems theory of creativity, which views creativity as emerging from the interaction between individuals, domains of knowledge, and fields of experts and influencers.
2) Csikszentmihalyi outlines how creative ideas arise from individuals but must be validated and selected for inclusion by the relevant cultural and social fields.
3) Key aspects of Csikszentmihalyi's systems model include the cultural domain which transmits existing knowledge, the individual practitioner who produces innovations, and the field of gatekeepers who evaluate and select innovations to retain and transmit through the domain.
The document discusses evidence for using omega-3 fatty acids and SAM-e as alternative therapies for mental illness. It summarizes a study finding St. John's Wort effective for mild-to-moderate depression. The document focuses on omega-3 fatty acids, explaining that historical diets had a healthier 1:1-2:1 ratio of omega-6 to omega-3 fatty acids compared to the modern 10:1-30:1 ratio. It suggests restoring the balance with omega-3 fatty acids like ALA, DHA, and EPA could improve conditions like depression, bipolar disorder, and others. The document cautions that evidence is still emerging but some experts argue omega-3s may treat, prevent
This document provides an introduction to mindfulness-based therapies. It defines mindfulness as paying attention to the present moment in a nonjudgmental way. It discusses how mindfulness is not new and has roots in eastern spiritual traditions as well as western existential psychotherapy. It outlines some common mindfulness-based therapies like MBSR, DBT, and ACT. It discusses advantages of mindfulness like developing an observing self and increasing prefrontal cortex activity. It also addresses initial problems with mindfulness practice and provides solutions like containing difficult feelings with a therapist and establishing a regular meditation practice.
1. Family systems theory views families as interconnected systems where each individual's behavior impacts and is impacted by others through circular causality.
2. Within families, typical roles and rules develop that maintain homeostasis and resist change, even if change may be desirable.
3. Examples of relationship patterns that can form within families through circular causality include the distancer-pursuer and overfunctioner-underfunctioner dynamics.