The document discusses the negative impacts of distraction on productivity and mental performance. It notes that distractions eat up 2.1 hours per day on average and that it takes 11 minutes to focus on a task before becoming distracted and 25 minutes to return to a task after an interruption. The document also announces upcoming events from True Course Ministries, including webinars and training events on topics like assertiveness and coaching tools for leaders. It provides information on life and career coaching services for professionals and resources on the True Course Ministries website.
Informal Learning and Social Media: Upskiilling for 21st Century TrainingMarlo Gorelick
The document discusses how training is evolving from traditional instructor-led methods to incorporate more social and informal learning approaches. It notes that while social and informal learning have long existed, new technologies like social media now allow them to occur on a larger scale. The document provides advice on how trainers can support these new approaches, including developing skills in curating content, including learners, participating in communities, and nurturing communities rather than just directing them. It emphasizes shifting focus from teaching set methods to helping people learn how to learn on their own.
The document outlines an education model for 2022 that focuses on skills like problem solving, creativity, social skills, and leadership through experiential learning, group collaboration, and assessing students' thinking and interest levels rather than solely using exams; it proposes using online platforms, virtual learning, and aggregating student data to support continuous improvement.
The document describes an education model for 2022 that focuses on skills like emotional intelligence, innovation, creativity, leadership, and social skills. It emphasizes experiential learning, problem solving, flexibility, and using online platforms and learning communities. Assessment would measure student learning data and be based on team evaluations, self-assessments, and addressing real-world problems in a virtual environment. This model aims to develop thinking, collaboration, and identify strengths through virtual learning experiences.
Virtual Success Equals Real Results - Training Magazine Conference 2013 Sessi...Brandon Williams
Educe Group implemented a social learning platform called EduceConnect to address challenges from a dispersed workforce. They sought to improve knowledge sharing, reduce reliance on experts, and speed onboarding. Implementation involved understanding organizational readiness, seeding the platform with existing content, considering search strategies, identifying experts to contribute, and a soft launch focused on new hire training. Success was measured by faster response times, increased collaboration, and reduced administrative tasks.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
Multitasking has become a virtue in modern business, but it may come at great cost. While the brain can focus on two tasks simultaneously by splitting labor between hemispheres, managing more than two tasks reduces efficiency significantly. Frequent interruptions cost the average knowledge worker 2.1 hours per day and $588 billion annually for businesses. Multitasking also increases stress levels, which impacts health and reduces creativity needed for innovation. True focus on one task at a time may be more productive approach.
Informal Learning and Social Media: Upskiilling for 21st Century TrainingMarlo Gorelick
The document discusses how training is evolving from traditional instructor-led methods to incorporate more social and informal learning approaches. It notes that while social and informal learning have long existed, new technologies like social media now allow them to occur on a larger scale. The document provides advice on how trainers can support these new approaches, including developing skills in curating content, including learners, participating in communities, and nurturing communities rather than just directing them. It emphasizes shifting focus from teaching set methods to helping people learn how to learn on their own.
The document outlines an education model for 2022 that focuses on skills like problem solving, creativity, social skills, and leadership through experiential learning, group collaboration, and assessing students' thinking and interest levels rather than solely using exams; it proposes using online platforms, virtual learning, and aggregating student data to support continuous improvement.
The document describes an education model for 2022 that focuses on skills like emotional intelligence, innovation, creativity, leadership, and social skills. It emphasizes experiential learning, problem solving, flexibility, and using online platforms and learning communities. Assessment would measure student learning data and be based on team evaluations, self-assessments, and addressing real-world problems in a virtual environment. This model aims to develop thinking, collaboration, and identify strengths through virtual learning experiences.
Virtual Success Equals Real Results - Training Magazine Conference 2013 Sessi...Brandon Williams
Educe Group implemented a social learning platform called EduceConnect to address challenges from a dispersed workforce. They sought to improve knowledge sharing, reduce reliance on experts, and speed onboarding. Implementation involved understanding organizational readiness, seeding the platform with existing content, considering search strategies, identifying experts to contribute, and a soft launch focused on new hire training. Success was measured by faster response times, increased collaboration, and reduced administrative tasks.
Creating a Top 100 Workplace Through Constructive Leadership and CultureHuman Capital Media
Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
Multitasking has become a virtue in modern business, but it may come at great cost. While the brain can focus on two tasks simultaneously by splitting labor between hemispheres, managing more than two tasks reduces efficiency significantly. Frequent interruptions cost the average knowledge worker 2.1 hours per day and $588 billion annually for businesses. Multitasking also increases stress levels, which impacts health and reduces creativity needed for innovation. True focus on one task at a time may be more productive approach.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
Measuring Social Change and Media: Beyond BSBeth Kanter
This workshop provided an overview of becoming a data-informed organization through measuring social change and media efforts. The presenters discussed the five stages of measurement acceptance from denial to becoming data-informed. They provided case studies of organizations at different levels of maturity including the Humane Society of the United States and an arts nonprofit. Key lessons included establishing clear goals and KPIs, overcoming silos between departments, learning from both successes and failures, and using data to continuously improve strategies.
Multitasking is considered a virtue in today's competitive business world. However, multitasking may come at the cost of reduced productivity and increased stress. Research shows that when people are interrupted, it takes 23 minutes on average to get back to their original task. The brain can only efficiently handle two tasks at once since it only has two hemispheres for task management. Long-term stress from constant multitasking can increase health risks like depression, anxiety, and diseases. While technology enables more multitasking, it also leads to more interruptions which reduces engagement on tasks.
This document reflects on leadership development based on conversations with over 1200 executives. It discusses [1] the dynamics of business including shifting powers, uncertainty, and a focus on results; [2] the work and life of executives which involves strong involvement, seeking balance, and super information; and [3] the world of executive development as a profession which faces a crowded arena, broken promises, and questions about new approaches. It concludes that executive development is about performance improvement through initiatives focused on results and challenges faced day to day. Leaders operate as architects and facilitators offer expertise in learning processes.
The document discusses the importance of having a serious social media strategy rather than just a casual presence. It argues that if an organization needs to be convinced they need a strategy, they are not ready. It also discusses how social media audiences are networked and influenced by each other, not just individuals. Finally, it provides examples of key elements a social strategy could include, such as defining employee social media policies, using tools to listen and engage audiences, and measuring results to optimize over time. The strategy framework emphasizes understanding target audiences and having a meaningful social brand purpose.
Looking back at 2012. what is coming in 2013 ver0.1LearningCafe
This webinar discusses workplace learning trends for 2013. It provides an overview of the webinar details including date, time, and participation information. The webinar will feature a panel discussion on topics like effective learning, developing the learning profession, and leveraging technology. It will also explore capability development approaches and practitioners' strategic focus. The panelists represent various organizations and will share their observations on trends they have seen in 2012 as well as expectations for 2013.
This document summarizes and reviews several coaching tools, including:
1) 5 Dynamics - An online assessment and reporting tool that measures client preferences and generates reports to help coaches better understand clients and optimize relationships.
2) Art Guidance Cards Tool - An online visual tool that allows coaches and clients to view the same painting remotely and use the imagery to elicit new perspectives and connections.
3) From Chaos to Genius - An audio program with tips for getting organized, including establishing collection points, single-tasking, and a recommended email filing system.
4) Seasons of Change Journal - A journal to guide those experiencing transitions through themes of acceptance, uncertainty, new directions, and growth.
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
Learning cafe workplace trends forum linking learning to bottom line ver 0.5LearningCafe
The document discusses an upcoming webinar on linking learning to business results. It provides details on the date, time, login information, and participation guidelines for the webinar. It also outlines the webinar agenda which includes a panel discussion on measuring the impact of learning and calculating return on investment. The document shares examples of case studies on how organizations have linked learning initiatives to improved business performance.
What will you do when your company's reputation depends on your reaction? In 2012, companies need to have crisis communications plans in hand for many different types of situations. More crucial than ever before is the need to understand the impact social media has on crisis communications. Cara Posey will help you understand the key tips you need to know to be prepared, as well as how to avoid common mistakes that happen when a crisis happens to your company.
This document discusses the concept of a learning organization and its key components. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new thinking and shared learning. The five main components of a learning organization are systems thinking, personal mastery, mental models, shared vision, and team learning. Assessment tools and techniques for learning organizations are also presented.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
This document discusses key concepts from the book "Jazz Process" including:
1. Collaboration is an important skill that allows combined efforts to be greater than individual efforts alone.
2. Both autonomy and rules are needed - too many rules limit autonomy while too little leads to chaos.
3. Observation, listening, and understanding biases are essential for effective feedback and improvement.
4. Trust, respect, passion and initiative are important for high-performing teams, while over-focus on metrics and groupthink can damage performance.
1) The document discusses how leaders must work "on" rather than "in" an organization in order to ensure its growth and success over time. It notes gaps in knowledge and skills among clergy and business leaders regarding how to work "on" their organization.
2) It advertises an upcoming basic coach training in Waco, Texas to equip leaders with coaching skills.
3) It provides information on group coaching sessions and upcoming webinars on assertiveness and self-care.
The document compares characteristics of poor and rich countries to determine the key difference between them. It argues that the difference is not related to a country's age, natural resources, or intellectual capacity, but rather the attitudes and principles followed by its people. The principles of ethics, integrity, responsibility, respect for laws and others, work ethic, savings, punctuality that are widely followed in rich countries are lacking in most people in poor countries. Adopting these attitudes and teaching them can help poor countries develop like rich ones have.
The document discusses managing time effectively for productivity and health. It outlines the benefits of good time management, such as increased productivity and improved relationships. It evaluates mindsets about being too busy and suggests reflecting on one's behaviors and resources used. The overall message is that properly managing one's schedule through planning can enhance life.
Grief is a universal emotion that has traditionally been expressed through formal gatherings and private emotions. Recently, digital bereavement through social media sites like Facebook has allowed grief to be expressed more publicly. This document describes an experiment that analyzed 12 Facebook profiles of deceased individuals. It collected data on posts made to the profiles before and after the individuals' deaths. Preliminary results found increases in emotion words, references to missing the individual, and use of past tense verbs after death. The implications are that social media allows ongoing bonds to form with the deceased.
True Course Ministries February 2011 Newslettertruecourse
This document summarizes the following key points in 3 sentences:
The document discusses how change can generate grief similar to the grief felt after a death. It introduces Meredith McAfee as the new Executive Administrative Assistant for True Course Ministries. It also announces that the Executive Director will speak at an upcoming national conference on managing church staff interactions and achieving team performance.
Grief is a natural response to change and loss that provides an opportunity for learning and growth. The author views grief as a gift that teaches people to live in new ways after loss. While painful, the grief process yields a changed way of living if allowed to run its full course without interruption from others. Learning is deeper when accompanied by difficulties like those involved in grieving losses in life. Embracing grief allows God to use life's challenges to transform people into the image of Christ.
Grief is a multifaceted emotional crisis response to loss that brings profound physical, emotional and cognitive changes. It involves the bereaved person experiencing sadness, anger, disbelief and other emotions after losing someone or something of personal value. According to attachment theory, grief responses are biologically innate reactions to separation and loss that evolved to help restore lost bonds and ensure survival. There are four main tasks of mourning: accepting the reality of loss, processing the pain of grief, adjusting to life without the deceased, and emotionally relocating the deceased while moving forward. Complicated grief can occur if these tasks are not resolved or the bereavement circumstances are difficult.
This document reflects on conversations with over 1200 executives and focuses on the dynamics of business, the work and life of executives, and the world of executive development as a profession. It discusses challenges executives face in getting results, serving stakeholders, finding answers, tapping into experience, and more. The conclusion is that executive development is about performance improvement and facilitators should offer practical guidance and drop pretensions by hosting dialogues focused on proven processes deployed by champion executives.
Measuring Social Change and Media: Beyond BSBeth Kanter
This workshop provided an overview of becoming a data-informed organization through measuring social change and media efforts. The presenters discussed the five stages of measurement acceptance from denial to becoming data-informed. They provided case studies of organizations at different levels of maturity including the Humane Society of the United States and an arts nonprofit. Key lessons included establishing clear goals and KPIs, overcoming silos between departments, learning from both successes and failures, and using data to continuously improve strategies.
Multitasking is considered a virtue in today's competitive business world. However, multitasking may come at the cost of reduced productivity and increased stress. Research shows that when people are interrupted, it takes 23 minutes on average to get back to their original task. The brain can only efficiently handle two tasks at once since it only has two hemispheres for task management. Long-term stress from constant multitasking can increase health risks like depression, anxiety, and diseases. While technology enables more multitasking, it also leads to more interruptions which reduces engagement on tasks.
This document reflects on leadership development based on conversations with over 1200 executives. It discusses [1] the dynamics of business including shifting powers, uncertainty, and a focus on results; [2] the work and life of executives which involves strong involvement, seeking balance, and super information; and [3] the world of executive development as a profession which faces a crowded arena, broken promises, and questions about new approaches. It concludes that executive development is about performance improvement through initiatives focused on results and challenges faced day to day. Leaders operate as architects and facilitators offer expertise in learning processes.
The document discusses the importance of having a serious social media strategy rather than just a casual presence. It argues that if an organization needs to be convinced they need a strategy, they are not ready. It also discusses how social media audiences are networked and influenced by each other, not just individuals. Finally, it provides examples of key elements a social strategy could include, such as defining employee social media policies, using tools to listen and engage audiences, and measuring results to optimize over time. The strategy framework emphasizes understanding target audiences and having a meaningful social brand purpose.
Looking back at 2012. what is coming in 2013 ver0.1LearningCafe
This webinar discusses workplace learning trends for 2013. It provides an overview of the webinar details including date, time, and participation information. The webinar will feature a panel discussion on topics like effective learning, developing the learning profession, and leveraging technology. It will also explore capability development approaches and practitioners' strategic focus. The panelists represent various organizations and will share their observations on trends they have seen in 2012 as well as expectations for 2013.
This document summarizes and reviews several coaching tools, including:
1) 5 Dynamics - An online assessment and reporting tool that measures client preferences and generates reports to help coaches better understand clients and optimize relationships.
2) Art Guidance Cards Tool - An online visual tool that allows coaches and clients to view the same painting remotely and use the imagery to elicit new perspectives and connections.
3) From Chaos to Genius - An audio program with tips for getting organized, including establishing collection points, single-tasking, and a recommended email filing system.
4) Seasons of Change Journal - A journal to guide those experiencing transitions through themes of acceptance, uncertainty, new directions, and growth.
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
Learning cafe workplace trends forum linking learning to bottom line ver 0.5LearningCafe
The document discusses an upcoming webinar on linking learning to business results. It provides details on the date, time, login information, and participation guidelines for the webinar. It also outlines the webinar agenda which includes a panel discussion on measuring the impact of learning and calculating return on investment. The document shares examples of case studies on how organizations have linked learning initiatives to improved business performance.
What will you do when your company's reputation depends on your reaction? In 2012, companies need to have crisis communications plans in hand for many different types of situations. More crucial than ever before is the need to understand the impact social media has on crisis communications. Cara Posey will help you understand the key tips you need to know to be prepared, as well as how to avoid common mistakes that happen when a crisis happens to your company.
This document discusses the concept of a learning organization and its key components. It defines a learning organization as one where people continually expand their capacity to achieve desired results through new thinking and shared learning. The five main components of a learning organization are systems thinking, personal mastery, mental models, shared vision, and team learning. Assessment tools and techniques for learning organizations are also presented.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
This document discusses key concepts from the book "Jazz Process" including:
1. Collaboration is an important skill that allows combined efforts to be greater than individual efforts alone.
2. Both autonomy and rules are needed - too many rules limit autonomy while too little leads to chaos.
3. Observation, listening, and understanding biases are essential for effective feedback and improvement.
4. Trust, respect, passion and initiative are important for high-performing teams, while over-focus on metrics and groupthink can damage performance.
1) The document discusses how leaders must work "on" rather than "in" an organization in order to ensure its growth and success over time. It notes gaps in knowledge and skills among clergy and business leaders regarding how to work "on" their organization.
2) It advertises an upcoming basic coach training in Waco, Texas to equip leaders with coaching skills.
3) It provides information on group coaching sessions and upcoming webinars on assertiveness and self-care.
The document compares characteristics of poor and rich countries to determine the key difference between them. It argues that the difference is not related to a country's age, natural resources, or intellectual capacity, but rather the attitudes and principles followed by its people. The principles of ethics, integrity, responsibility, respect for laws and others, work ethic, savings, punctuality that are widely followed in rich countries are lacking in most people in poor countries. Adopting these attitudes and teaching them can help poor countries develop like rich ones have.
The document discusses managing time effectively for productivity and health. It outlines the benefits of good time management, such as increased productivity and improved relationships. It evaluates mindsets about being too busy and suggests reflecting on one's behaviors and resources used. The overall message is that properly managing one's schedule through planning can enhance life.
Grief is a universal emotion that has traditionally been expressed through formal gatherings and private emotions. Recently, digital bereavement through social media sites like Facebook has allowed grief to be expressed more publicly. This document describes an experiment that analyzed 12 Facebook profiles of deceased individuals. It collected data on posts made to the profiles before and after the individuals' deaths. Preliminary results found increases in emotion words, references to missing the individual, and use of past tense verbs after death. The implications are that social media allows ongoing bonds to form with the deceased.
True Course Ministries February 2011 Newslettertruecourse
This document summarizes the following key points in 3 sentences:
The document discusses how change can generate grief similar to the grief felt after a death. It introduces Meredith McAfee as the new Executive Administrative Assistant for True Course Ministries. It also announces that the Executive Director will speak at an upcoming national conference on managing church staff interactions and achieving team performance.
Grief is a natural response to change and loss that provides an opportunity for learning and growth. The author views grief as a gift that teaches people to live in new ways after loss. While painful, the grief process yields a changed way of living if allowed to run its full course without interruption from others. Learning is deeper when accompanied by difficulties like those involved in grieving losses in life. Embracing grief allows God to use life's challenges to transform people into the image of Christ.
Grief is a multifaceted emotional crisis response to loss that brings profound physical, emotional and cognitive changes. It involves the bereaved person experiencing sadness, anger, disbelief and other emotions after losing someone or something of personal value. According to attachment theory, grief responses are biologically innate reactions to separation and loss that evolved to help restore lost bonds and ensure survival. There are four main tasks of mourning: accepting the reality of loss, processing the pain of grief, adjusting to life without the deceased, and emotionally relocating the deceased while moving forward. Complicated grief can occur if these tasks are not resolved or the bereavement circumstances are difficult.
The document discusses grief and bereavement, defining grief as the physical, emotional, cognitive, and spiritual response to loss. It outlines common grief responses including feelings, physical sensations, cognitions, and behaviors. The document also examines the differences between grief and depression and provides guidance on assessing and treating grief.
This document discusses strategies for re-energizing nonprofit boards and staff who may be experiencing burnout. It identifies signs of burnout including low attendance, lack of follow through, and disengagement. It also discusses the differences between motivated and unmotivated staff. The document then provides 10 ideas each for re-energizing boards and staff, such as re-investing in the mission, recognizing accomplishments, developing goals, and having fun. The overall message is that nonprofits should work to create motivating environments to engage boards and staff.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
Experiential workshop on informal learningJay Cross
This document advertises an experiential workshop on informal learning facilitated by Jay Cross. The 4-week workshop involves 5 interactive video conversations to help participants understand informal learning, experience collaborative work and social networks, and integrate learning into their workflow. The workshop aims to help participants improve performance by over $100,000 and implement informal learning projects. It is designed for decision-makers and innovators and will be personalized for each group of up to 9 participants.
The document discusses focus questions for collaborative teams and procedures for district leadership team meetings. It includes sections on reviewing the purpose and functions of the district leadership team, clarifying expectations for collaborative team time versus professional learning time, and celebrating progress. Key points include having collaborative teams focus on what students should know and be able to do, how teams will know if students are learning, and how teams will respond when students don't learn or do learn. The document provides guidance for district leadership team meetings, including protocols for sharing progress and learning from each other.
3 Simple Habits of a Highly Effective Team Andy Harjanto
Effective Team Collaboration has been around and studied for so many years. As the pace of changes grow so rapidly, we need to deliver highl quality products or services in a shorter period. This presentation prescribes 3 simple areas to focus on.
This document is an e-book from MindTools.com that provides guidance on improving communication skills. It covers five key areas: listening skills, report writing skills, presentation skills, email writing skills, and meeting management skills. For each area, it provides a self-assessment to evaluate one's current abilities, tips for improvement, and additional MindTools resources on the topic. The overall goal is to help readers enhance their communication effectiveness.
The subject of increasing productivity has been dealt with under four topics.
Management vs. Self-Management.
Objectivity in Action.
The Secret of Success
Aids to Success
The first topic deals with self-management. Management of one’s own personality. Self-management plays an important role in increasing productivity in the realm of your activity. The second topic highlights objectivity as the essence of productivity. When you maintain objectivity in your actions you become efficient and productive. The third explains how action is related to success. Your present action is the cause that brings about success or failure as its effect in the future. The last topic presents certain practical aids for achieving success.
Management comprises three basic factors.
Manager … Individual … Subject
Managed … Material and Men … Object
Managing…Function …Relationship between subject and object.
The corporations provide their managers adequate material and human resources for executing the work entrusted to them. The second factor of management is well taken care of. They also make sure they appoint a manager with appropriate academic and technical knowledge to execute his work. They are convinced that his qualification is adequate for him to function at optimum capacity.
Thus the third factor of management is provided for as well. Corporate bodies understand and operate only in these two realms. They do not attend to the first factor at all. They do not relate to the manager as an individual. His inner being. His mental stability. How much of the manager’s mind and intellect is available for him to fulfill his managerial obligation. These factors are not known in management circles. Much less analyzed. And least attended to.
A manager is basically an individual. The individual plays the role of manager in his office. But he has several other roles to play in his life as well. As a citizen of his country. Father of his family, captain of the football team, secretary of the club and others.
But then, what happens to the manifold roles while an individual plays the role of a manager? How does he deal with them? Does he leave them behind? Bring them along with him into his present role? If he does, he will remember his other roles while performing the present one. Then, would not the memory of his other roles interfere with his concentration in the present role? His attention must focus on the present to render his work productive. He cannot afford to dissipate his concentration on other thoughts. But then, can he afford to drop the memory of all other roles, associations and relations? Forget completely that he is a citizen of his country or father of his family while acting as a manager in his company? If he does so, will he not impinge upon his other obligations? Either way, he would face a problem.
This document provides tips and suggestions for managing limited resources like time, energy, focus, and tools/systems more effectively. It encourages identifying key challenges to productivity, developing and engaging significant aspects of managing time productively, and assessing productivity habits. Tools like Outlook dashboards and signatures are recommended to help optimize efforts. Agendas for meetings are also presented as a way to maximize time and focus. The overall message is about preparing, preventing issues, clarifying values, planning, building relationships, and recreating to improve performance.
Here are a few things that may be on your mind besides the seminar:
- Calls I need to return to coworkers and clients
- Reports I need to draft and submit by the end of the week
- A project I need to organize the tasks and timeline for
- Personal finances I need to review and update my budget
- Home repairs and maintenance tasks I need to complete on the house
- Planning a family vacation for the summer
- Checking in with family members to see how they are doing
- Organizing my work space and supplies
- Learning a new software program our team will start using
- Catching up on reading some industry publications and books
Leveraging the Twitter Economy for a DevOps WorldTodd Vernon
DevOps aims to solve the problems that arise from deploying and operating software applications. It is difficult because infrastructure issues can occur at any time and require expertise from different domains. Existing collaboration platforms do not fully address the needs of DevOps teams. The document proposes building a platform that leverages principles of continuous partial attention and asynchronous collaboration, as seen on social networks, to allow DevOps teams to more effectively solve problems together across locations and times. Research on remote collaboration and interruptions supports this approach of allowing teams to collectively but flexibly engage with issues as they arise.
A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)
Alan shalloway lean-kanban is about peopleAGILEMinds
The document discusses how lean principles are focused on supporting people. It explores the human side of lean, examining human nature, values, motivation, psychology, education, thinking and work styles. It discusses how the origins of lean in Toyota focused on supporting workers to eliminate waste and create value. Lean science aims to have workers work at the right levels to eliminate waste by using pull and limiting work-in-process. Lean management creates an environment where workers can thrive and delight customers. The document emphasizes that lean is about systems thinking applied to educating and supporting workers, not just achieving results.
The document discusses techniques for improving focus at work. It recommends finding the right time and environment to focus on critical tasks, filtering out physical and mental distractions, and fixing what interrupts focus by keeping a log and making changes. It also stresses being flexible if plans change and exercising focus like a muscle to strengthen it over time.
www.create-learning.com
Making Progress motivates workers?
How you can create a system of small wins and progress to increase motivation and creativity.
Of these five workplace factors which do you think has the greatest impact on motivation of employees?
Recognition;
Incentives;
Interpersonal Support;
Support for Making Progress;
Clear Goals
The results of a multi-year study of hundreds of knowledge workers show that what most managers believe, they ranked Recognition as the greatest factor, is wrong.
The greatest factor for motivation and innovation of employees is Support for Making Progress (The Progress Principle; Amabile 2011).
People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.
You will leave this workshop with:
· Seven Catalysts managers can use to support progress in work.
· Steps for ‘small wins’ to increase the creativity and motivation of employees.
· Two specific things individuals can do to improve their inner work lives and increase their chances of making progress on meaningful work.
Training material- Teamwork- Team Effectiveness.pptBrothers61
This document outlines three simple habits of highly effective teams:
1) Set weekly milestones and 30-minute daily standup meetings to frequently track progress on small goals.
2) Assign a single owner for each work item who is responsible for finding solutions within the expected timeframe.
3) Increase transparency by capturing team activities and allowing all members to view or comment on updates, documents, and work tracking.
The document advocates for setting short, frequent milestones to maintain focus, assigning clear ownership of work items, and designing transparency and collaboration within smaller subgroups. This "POT" approach of progress, ownership, and transparency is presented as a way to keep teams focused, engaged, and productive.
New Life Management Consultancy Services was established in January 2006 to provide consultancy services to educational institutions and businesses. It is managed by a team of experienced professionals and works with over 50 consultants across Kerala. New Life helps prestigious educational institutions with brand building, marketing, and sourcing admissions. It also offers training programs and helps students develop excellent personalities.
Natural Language processing in the digital age & the impact on relationships ...Salema Veliu
The document discusses NLP (natural language processing) and its impact on relationships and leadership. It notes that emojis, text-speak, and communicating solely through images can replace carefully crafted sentences, potentially impacting how people connect daily. It emphasizes that language is important for connecting meaningfully with others, learning from their experiences, and impacting the challenges in our work and personal relationships, which make up most of our time. The document then introduces Acceptance and Commitment Therapy (ACT) as a way to manage relationships and ourselves more mindfully through acceptance of what we can't control and committing to values-based actions that enrich our lives.
The document introduces a collection of questions from various authors aimed at engaging conversations in the workplace. It acknowledges the contributions of the authors and editors in compiling the questions. The introduction explains that asking questions can engage others by prompting thought and that questions should be asked sincerely with a willingness to discuss the responses.
The document outlines steps in a problem solving process, beginning with defining the problem. It discusses defining the problem using a Situation-Complication-Question framework to separate symptoms from the actual problem. The document also discusses common biases that can limit problem solving and decision making abilities, and the importance of using a structured process to improve quality of problem solving and eliminate bad answers.
Similar to Not Smart Or Productive March Newsletter (20)
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March 8, 2011
Distracted? Not Smart or Productive In This Issue (click)
- Distracted? Not Smart or
In his book "Your Brain at Work," David Rock Productive
makes several research-based observations - 2011 Event Calendar
about distraction.
- Resources
- Our New Blog!
Distractions eat up an average of 2.1 - True Course for Businesses
hours per day. (Do the math. I think this is
- Group Coaching
about 68 work days in a year. [comment
mine]) - New Web Site Resources
Employees spend an average of 11 - National Conference
minutes on a task before becoming
distracted.
After interruption, it takes 25 minutes to return to the original
task if they do it at all.
Distractions can be not only frustrating, but exhausting which
results in mistakes, forgetfulness, and poor productivity. (p.
47)
Some powerful distractions of our day are smart phones and email.
Another study from David Rock's book notes that constant email
and texting reduces mental capability by an average of ten points on
an IQ test (5 points for women and 15 points for men). The effect
here is equivalent to...
Click Here to read more about managing distractions.
Now in our 8th Year
Thanks in advance for your
2011 Event Calendar investment in the ongoing
development of this work.
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Webinar:
Serving by Standing Your Ground: Assertiveness in Ministry
True Course Ministries
April 12th & 19th, 2011 | 3:00 pm CST 506 Dal Paso Drive
Robinson, TX 76706
254.722.4255
This webinar is designed specifically for individuals who are ready
to develop necessary skills and practice assertiveness in
establishing boundaries.
Training Events:
Coaching Tools for Leaders
Want to dramatically improve your leadership effectiveness?
Want to sharpen your people skills?
We want to help!
June 4 | 9:00am - 5:00pm | Alliance Bank of Central TX
(Located in Waco, TX)
TBD August 2011 | First Christian Church
(Located in Paris, TX)
*More Details to Come
October 10-11 | 9:00am - 4:30pm | Mobberly Baptist Church
(Located in Longview, TX)
Resources
Excellent read on what can enhance fulfillment in life.
Rock, David (2009). Your Brain at Work.
New York: Harper Collins
More people than ever are being paid to
think, instead of just doing routine tasks. Yet
making complex decisions and solving new
problems is difficult for any stretch of time
because of some real biological limits on
your brain. Surprisingly, one of the best ways to improve mental
performance is to understand these limits.
CompassPoints
CompassPoints is the name of my new blogging space which you can access at
www.truecourseblog.com. Or you can access it from the True Course Ministries site
www.truecourseministries.org and click on the blog tab, or by clicking the blue Blog button above.
For Everyone
I will be posting weekly tips and/or reflections that relate to:
personal growth
self-management and self-awareness
emotional and social intelligence
interpersonal relationships
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work/life balance
leadership in congregations and businesses
coaching and mentoring
productivity for personal life and work
Christian life
21st century church so far
and more.
Go ahead and check out the items already on the site.
For Partners Only
If you are a partner, through prayer or financial gifts, in the ongoing development of True Course,
you will enjoy a special section for "Partners Only." In this section, I will provide monthly updates on
the ministry (with occasional special editions) which I believe you will enjoy. Anyone can become a
partner with True Course, just let us know of your interest.
You can know when I blog by activating the RSS (real simple syndication) feed on the blog site.
When you do this, an email notice will be sent to you when the blog is updated. For instructions on
how to do this, see: Subscribe to an RSS Feed
You can also interact with me in relation to a blog post by using the comment feature and feel free to
do so. Appearance of any comment will be subject to administrative approval.
I'm looking forward to interacting with you.
True Course for Businesses
True Course Living, Learning, Leading offers life and career coaching for
professionals, some of whom have been inquiring into my work for a while now.
As a coach, I effectively assist my clients in:
-making significant changes
-improving relationships
-becoming better leaders
-making better decisions
-reducing stress
-transitioning to a career they really want and love
-getting ahead professionally
-and much more...
Click Here to find out more ways I assist these clients and and the types of clients with whom I can
do a great job.
Forward this email to a friend you believe may be interested in life and career coaching.
Websites for both True Course Ministries or the True Course Living, Learning, Leading site are
accessible through our splash portal:
www.DiscoverYourTrueCourse.com
It's Happening - Get On Board
Group coaching is an economical way to access coaching and the power of group dynamics for
personal and professional growth. Coaching sessions are conducted monthly via teleconference with
a group of 3-5 for 6-10 months. Fee: $75 monthly
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Generally the groups are built around common growth interests/issues. Get a group together and let
us know of your interest. Or, contact us and we will help you access an existing group.
New, Fuller-Featured Web Site with Resources for You
We have just gone live with a new, fuller-featured web site with
resources for you. Don't miss it!!
Visit us at www.truecourseministries.org. While you are there . . .
Sign up for a Test the Water free coaching session
Sign in to our Resources section and watch it develop over
the upcoming weeks and months.
Plan to contribute to the Resources section (facilitated and approved by site admin)
Register for Learning events
Find all the Information you need to get started with True Course Ministries
Enjoy Testimonials from those we serve
Follow Michael on Twitter
Explore FAQs to help you get clarity about the work of True Course Ministries
. . . and more!
Executive Director to Speak at National Conference of Business Administrators
On March 22, I will be speaking at the spring meeting of the Southern Baptist Church Business
Administration Association in Dallas which is held in conjunction with the annual Southern Baptist
Business Officers Conference.
I'll be speaking on the topic "When Staff Interactions Make You Crazy: Helps for Realizing a
Maximum Team Experience." This seminar will offer a look "behind the curtain" to see what is
happening in church staff and employee interactions (helpful or not) which can impact atmosphere,
performance, productivity, and relationships in general. Participants will receive helpful tips, skills,
and resources for achieving a maximum team performance, productivity and, ultimately, making their
organization a better place to work.
Need a Speaker?
Do you have a civic club or organization that needs a speaker for a meeting or event? I am available
to speak to groups about
Issues we are finding in the field (church and business coaching; life and career coaching;
social intelligence coaching),
Tips on life, career, and relationships
The resources we offer to address the issues above
If we are allowed to make product offers in a back table setting, there is no fee for the speaking
engagement. If you are interested, please contact us or call me personally at the number below.
J. Michael Godfrey, D.Min., Ph.D. | Executive Director
True Course Ministries, Inc. | 506 Dal Paso Drive | Robinson, TX 76706
Cell: 254.722.4255 | FAX: 254.946.0172 | email: mgodfrey@discoveryourtruecourse.com
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Web: www.truecourseministries.org
True Course Mentoring recipient of the Malcolm S. Knowles Award for Outstanding Adult
Education Program from the American Association of Adult and Continuing Education.
Click the link below to view an article about True Course Ministries from the Texas Baptist paper,
The Baptist Standard.
Mentoring Program Helps Ministers Chart True Course
**Clergy are mentored directly through True Course Ministries, Inc.
**Business Professionals are referred to True Course Living, Learning, Leading, LLC
For a complimentary, no obligation, 45-minute coaching session,
please
Email True Course
or
Call 254.722.4255
Offer is valid for clergy, educators, and business professionals.
Not valid if you have already taken advantage of one of our other
Free Session offers.
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