The document describes the culture at NuWaves, which focuses on continuous improvement, impact, and growth. It outlines NuWaves' core values such as pursuit of excellence, commitment to customers, and teamwork. The culture emphasizes accountability, communication, and developing employees to their full potential.
Go forth and self organise -- building great teams 1st Conference Melbourne 2...Edmund O'Shaughnessy
The document discusses self-organizing teams and provides guidance for building and sustaining them. It discusses how self-organizing teams choose how to accomplish their work rather than being directed by others. It also discusses the characteristics of self-organizing teams and how they are designed to optimize flexibility, creativity, and productivity. The document provides quotes from sources like the Scrum Guide emphasizing that teams should be self-organizing and not directed in how they complete their work. It also discusses what enables teams to self-organize, like having the appropriate skills, collective ownership, and control over their work methods.
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
About us:
- Successful relationship with more than 500 organizations spread across various sectors
- Wide reach in 4 business hubs of India and training capability across the country
- With more than 120 customizable solutions we are a one stop shop for all people skill related issues
- End to end service provider in the areas of talent development through profiling, assessment, training and e-Learning through exclusive partnerships
The document outlines a supervisor development program hosted by Koncept Learning Center. The program focuses on developing key skills for supervisors including multi-skills, human linkages, time management, and innovation. Participants will learn about increasing profits through high performance at low cost, as well as developing professional, communication, and relationship skills.
Agile Leadership Summit: Unleashing The Fossa : Scaling Agile in an Ambitious...Steve Greene
The document summarizes the transition of salesforce.com from a traditional waterfall development process to an agile development process called ADM (Agile Development Methodology) over a 3 year period from 2006 to 2009. It describes how salesforce.com grew rapidly initially with a small R&D team but faced challenges in on-time delivery as the company scaled. To address these challenges, salesforce.com underwent an enterprise-wide transformation to ADM which resulted in a 61% improvement in release frequency and 38% increase in features delivered per developer. The transformation process involved training employees and overcoming resistance to change, with continuous improvements made over several years.
Go forth and self organise -- building great teams 1st Conference Melbourne 2...Edmund O'Shaughnessy
The document discusses self-organizing teams and provides guidance for building and sustaining them. It discusses how self-organizing teams choose how to accomplish their work rather than being directed by others. It also discusses the characteristics of self-organizing teams and how they are designed to optimize flexibility, creativity, and productivity. The document provides quotes from sources like the Scrum Guide emphasizing that teams should be self-organizing and not directed in how they complete their work. It also discusses what enables teams to self-organize, like having the appropriate skills, collective ownership, and control over their work methods.
Leading high performance teams training enable you to create fundamental aptitudes including enhancing self-comprehension, investigating the adequacy of others, group building, authority, consolation, and compromise. You will pick up a viable training of how to break down and keep up successful group performance over the task life cycle alongside how to perceive and illuminate key issues. Venture achievement not just relies upon the viability of the task group and how well they work together, yet additionally on the undertaking director's ability to control and deal with the group and focus on individuals issues.
Objectives :
Determine the characters of high-performing project teams
Successfully initiate a new project team
Inspire peak performance in project teams
Use leadership skills to create team members’ capability and commitment
Lead and manage distant project teams
Determine tactics to manage the various performance roles people take inside a team and the ways to enhance team dynamics
Set up personal strategies and activities that will construct and secure a high performing team
Share their team vision in an attractive way to motivate team member “buy in”
Describe the value of successfully managing ‘soft-side’ concerns that cause issues and postpones during product development programs
Use effective practices of employing and initiating teams
Execute methods to effectively lead and smooth effective teams
Efficiently troubleshoot problems on a team and use methods to remain efficient
Execute proven guidelines for performing effective team meetings
Course outline:
Overview of Leading High Performance Teams
Initiating a Project Team
Constructing a High-Performing Team
Accomplishing High Performing Team Dynamics
High-Performance Team Leadership
Creating a High Team Performance Management Culture and Vision
Leading Project Teams from Long distance
Making Effective Decisions
Sound Facilitation
TONEX Case Study Sample: Unit-Based High Performance Team
Leading high performance teams training
https://www.tonex.com/training-courses/leading-high-performance-teams-training/
About us:
- Successful relationship with more than 500 organizations spread across various sectors
- Wide reach in 4 business hubs of India and training capability across the country
- With more than 120 customizable solutions we are a one stop shop for all people skill related issues
- End to end service provider in the areas of talent development through profiling, assessment, training and e-Learning through exclusive partnerships
The document outlines a supervisor development program hosted by Koncept Learning Center. The program focuses on developing key skills for supervisors including multi-skills, human linkages, time management, and innovation. Participants will learn about increasing profits through high performance at low cost, as well as developing professional, communication, and relationship skills.
Agile Leadership Summit: Unleashing The Fossa : Scaling Agile in an Ambitious...Steve Greene
The document summarizes the transition of salesforce.com from a traditional waterfall development process to an agile development process called ADM (Agile Development Methodology) over a 3 year period from 2006 to 2009. It describes how salesforce.com grew rapidly initially with a small R&D team but faced challenges in on-time delivery as the company scaled. To address these challenges, salesforce.com underwent an enterprise-wide transformation to ADM which resulted in a 61% improvement in release frequency and 38% increase in features delivered per developer. The transformation process involved training employees and overcoming resistance to change, with continuous improvements made over several years.
Guide To Creating The Perfect Working Environment And Employee Journey PowerP...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Guide To Creating The Perfect Working Environment And Employee Journey PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty four slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/33Uru2B
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The document discusses a "Four Quadrant" theory of organizational reward and recognition. It advises evaluating a company's culture to determine which quadrants are well represented and which need attention. It also recommends finding innovative ways to recognize employees with varied frequencies, from annually to daily. Recognizing employees across all quadrants and frequencies is important according to research. The theory is meant to address employee needs in a similar way to Maslow's Hierarchy of Needs when applied to management.
Employee Engagement Reward And RecognitionRanjit Das
This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
Training Intelligence: Secrets and Tips for Successful Learning Partnerships ...The HR Observer
This document discusses training intelligence and how it can provide competitive advantage through learning and development. It defines training intelligence as a blend of competencies like creativity, cultural intelligence, emotional intelligence, collaboration, trust, and resilience that empower extraordinary learning when developing executive training programs. It provides examples of how training intelligence competencies like collaboration and trust, creativity, cultural diversity, and resilience can be applied to design impactful programs and ignite learning. The document advocates for viewing these competencies not just as skills but as virtues that can lead to excellence in training.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
[GUIDE] From the annual performance review to continuous feedbackImpraise
Companies like Adobe, Accenture, Deloitte, Google, Gap and others moved away from the annual performance appraisal to more continuous, real-time feedback.
Thus calendar guide shows you how you can get your company ready for continuous, instant feedback feedback at work.
It's a simple 12 step process that you can follow.
For a more detailed guide go to blog.impraise.com
Impraise is a simple app that helps you transform your company. Over 100 companies achieved this already with Impraise, among them Booking.com, Atlassian or IDEO.
Effective Agile leadership: a practical model for ManagersKatrina Kolt
We know that organisational culture can be shaped by the worst behaviours leaders are willing to tolerate, but can culture be shaped by the best behaviours that leaders are willing to amplify?
How can Tech Leaders function as coach, business driver, purveyor of purpose and enabler for their teams?
What is the balance between “getting out of the way” and enabling self-organising teams to contribute and thrive within their ecosystem?
What questions do great Agile leaders ask themselves about decision making, communication, delivery, learning, rewarding right behaviour and innovation?
TWI and Kata: Skill Patterns to Develop a Culture of CoachingKaiNexus
A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus.
Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization.
You will learn:
The basics of TWI and Kata practices
How these skills directly impact an improvement culture.
How the development of TWI and Kata develop coaching skills and practices.
How coaching plays a key role in the developing a lean culture.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
Service Excellence - Do You Have the Right Team?MPCA
The document discusses having the right leadership team to drive service excellence. It emphasizes that creating a culture of service excellence is a journey, not a destination. It outlines the necessary components of an effective leadership team, including vision, mission, values, accountability, and continuous improvement. It also describes three levels of organizational effectiveness and the importance of having processes in place to sustain a culture of excellence.
Susan Basterfield - Musíme zmeniť benefity a spraviť ich cielene rozvojovými ...Maxman Consultants
Musíme zmeniť benefity - a spraviť ich cielene rozvojovými
Ponúkané benefity sa v súčasnosti pohybujú od ovocia zadarmo cez kalčeto a flexibilný pracovný čas, či miesto práce až po (v pár ojedinelých prípadoch) neobmedzené dovolenky. Je to milé, no v stále urputnejšom boji o prilákanie a udržanie najlepších talentov v organizáciách, musíme začať myslieť komplexnejšie.
Iba spoločnosť, ktorá dokáže vytvoriť podmienky, v ktorých môžu ľudia tak skutočne ľudsky rásť a napredovať (a nemyslíme tým rozvoj mäkkých zručností), priláka a udrží tých najlepších (bez ohľadu na kalčeto v herni).
Susan nám na stretnutí pomôže získať nadhľad nad záplavou atraktívnych benefitov a umožní nám pochopiť podstatu toho, čo je pre talentov skutočne obohacujúce.
Taking the Pain Out of Performance Reviews - Webinar 05_22_14BizLibrary
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization.
In this webinar we'll discuss:
The role of performance management.
Why we do performance reviews?
Key strategies for effective performance management.
Continuous learning and development.
www.bizlibrary.com
Description of Project Leadership, Project Team Definition, Project Leadership Styles, Difference between Management and Leadership, Skills for Project Leadership, Research and Analysis, Democratic style, Presetting style, Conflict management, Proposing changes
The document describes a Dale Carnegie Training leadership program for managers. The 7-session, 3 hours per week program helps managers develop skills to handle challenges in today's business world, including adapting to change, innovating, managing processes, and leading employees for success. The training focuses on self-direction, developing people skills, creating and managing processes, effective communication, and balancing outcomes with performance accountability.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Quality Improvement In Supervision And HiringRosa West
The document discusses creating a culture of quality among staff. It recommends focusing on recruiting and hiring the right employees with the right character. It also recommends following Kotter's 8 step change model to communicate and implement a new vision. This includes removing obstacles, celebrating short-term wins, and anchoring changes in the organizational culture through ongoing training, accountability, and emphasis on interdependent partnerships. The goal is to retain good employees by showing how each job contributes to overall success.
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Executive Administrative Professional Skills OverviewMeryl Runion Rose
See if any of these questions apply to you. This is a preview for the Administrative Professional Online Training Camp. I'll be touching on these point in a free webinar on Wednesday October 17th at 11:15 MDT. (That's 1:15 Eastern Time.) You can register for that at www.speakstrong.com/webinars
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning to support transferred skills and recognize employees.
From Diversity Zero to Hero: The GoDaddy Transformation StoryLever Inc.
Overhauling a company's reputation, brand and culture is no small feat, but over the last five years, GoDaddy has achieved a full-scale transformation. Katee Van Horn, the company's VP of Global Engagement and Inclusion, has been there throughout. Here, she brings us behind the scenes to show what it's taken to elevate GoDaddy to one of the most admired workplaces for diversity, and particularly for women in tech.
Checkout Manager -Checkouts and Services (1)Darren Frost
The document outlines the key responsibilities and skills required to be a successful manager at Tesco. Managers must excel at delivering for customers by coming up with solutions to problems, innovating to improve the business, and using challenges as opportunities to improve. They must also support change by sharing ideas to develop processes, identifying where Tesco's scale can be leveraged, and maintaining momentum through changing environments. Additionally, managers are expected to make customer-centric decisions by keeping customers at the heart of everything and taking calculated risks.
Guide To Creating The Perfect Working Environment And Employee Journey PowerP...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Guide To Creating The Perfect Working Environment And Employee Journey PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty four slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/33Uru2B
The “Four Quadrant” Theory of Organizational Reward and RecognitionSonya Sullins
The document discusses a "Four Quadrant" theory of organizational reward and recognition. It advises evaluating a company's culture to determine which quadrants are well represented and which need attention. It also recommends finding innovative ways to recognize employees with varied frequencies, from annually to daily. Recognizing employees across all quadrants and frequencies is important according to research. The theory is meant to address employee needs in a similar way to Maslow's Hierarchy of Needs when applied to management.
Employee Engagement Reward And RecognitionRanjit Das
This document discusses the importance of non-monetary recognition for employee engagement. It provides examples of different forms of recognition employees may prefer and advises managers to understand individual preferences. Managers are encouraged to give detailed praise using the "Standard-Observed-Impact" model to acknowledge specific accomplishments. Recognition from line managers is especially impactful for motivating employees. The document suggests managers find ways to recognize direct reports through verbal and written thanks tailored to individual employees.
Training Intelligence: Secrets and Tips for Successful Learning Partnerships ...The HR Observer
This document discusses training intelligence and how it can provide competitive advantage through learning and development. It defines training intelligence as a blend of competencies like creativity, cultural intelligence, emotional intelligence, collaboration, trust, and resilience that empower extraordinary learning when developing executive training programs. It provides examples of how training intelligence competencies like collaboration and trust, creativity, cultural diversity, and resilience can be applied to design impactful programs and ignite learning. The document advocates for viewing these competencies not just as skills but as virtues that can lead to excellence in training.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
[GUIDE] From the annual performance review to continuous feedbackImpraise
Companies like Adobe, Accenture, Deloitte, Google, Gap and others moved away from the annual performance appraisal to more continuous, real-time feedback.
Thus calendar guide shows you how you can get your company ready for continuous, instant feedback feedback at work.
It's a simple 12 step process that you can follow.
For a more detailed guide go to blog.impraise.com
Impraise is a simple app that helps you transform your company. Over 100 companies achieved this already with Impraise, among them Booking.com, Atlassian or IDEO.
Effective Agile leadership: a practical model for ManagersKatrina Kolt
We know that organisational culture can be shaped by the worst behaviours leaders are willing to tolerate, but can culture be shaped by the best behaviours that leaders are willing to amplify?
How can Tech Leaders function as coach, business driver, purveyor of purpose and enabler for their teams?
What is the balance between “getting out of the way” and enabling self-organising teams to contribute and thrive within their ecosystem?
What questions do great Agile leaders ask themselves about decision making, communication, delivery, learning, rewarding right behaviour and innovation?
TWI and Kata: Skill Patterns to Develop a Culture of CoachingKaiNexus
A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus.
Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization.
You will learn:
The basics of TWI and Kata practices
How these skills directly impact an improvement culture.
How the development of TWI and Kata develop coaching skills and practices.
How coaching plays a key role in the developing a lean culture.
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
Service Excellence - Do You Have the Right Team?MPCA
The document discusses having the right leadership team to drive service excellence. It emphasizes that creating a culture of service excellence is a journey, not a destination. It outlines the necessary components of an effective leadership team, including vision, mission, values, accountability, and continuous improvement. It also describes three levels of organizational effectiveness and the importance of having processes in place to sustain a culture of excellence.
Susan Basterfield - Musíme zmeniť benefity a spraviť ich cielene rozvojovými ...Maxman Consultants
Musíme zmeniť benefity - a spraviť ich cielene rozvojovými
Ponúkané benefity sa v súčasnosti pohybujú od ovocia zadarmo cez kalčeto a flexibilný pracovný čas, či miesto práce až po (v pár ojedinelých prípadoch) neobmedzené dovolenky. Je to milé, no v stále urputnejšom boji o prilákanie a udržanie najlepších talentov v organizáciách, musíme začať myslieť komplexnejšie.
Iba spoločnosť, ktorá dokáže vytvoriť podmienky, v ktorých môžu ľudia tak skutočne ľudsky rásť a napredovať (a nemyslíme tým rozvoj mäkkých zručností), priláka a udrží tých najlepších (bez ohľadu na kalčeto v herni).
Susan nám na stretnutí pomôže získať nadhľad nad záplavou atraktívnych benefitov a umožní nám pochopiť podstatu toho, čo je pre talentov skutočne obohacujúce.
Taking the Pain Out of Performance Reviews - Webinar 05_22_14BizLibrary
In the field of employee relations and labor/management conflicts, sometimes we have to work hard to find things about which both sides (employee and management) agree. One such area is performance reviews or appraisals. It’s just about universally true that nobody likes performance appraisals. But, the effective, accurate and objective evaluation of each employee’s performance holds the key to improving the overall performance of your entire organization.
In this webinar we'll discuss:
The role of performance management.
Why we do performance reviews?
Key strategies for effective performance management.
Continuous learning and development.
www.bizlibrary.com
Description of Project Leadership, Project Team Definition, Project Leadership Styles, Difference between Management and Leadership, Skills for Project Leadership, Research and Analysis, Democratic style, Presetting style, Conflict management, Proposing changes
The document describes a Dale Carnegie Training leadership program for managers. The 7-session, 3 hours per week program helps managers develop skills to handle challenges in today's business world, including adapting to change, innovating, managing processes, and leading employees for success. The training focuses on self-direction, developing people skills, creating and managing processes, effective communication, and balancing outcomes with performance accountability.
Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]BizLibrary
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important? In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development? In this webinar you'll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A "coaches toolkit" that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
www.bizlibrary.com
Quality Improvement In Supervision And HiringRosa West
The document discusses creating a culture of quality among staff. It recommends focusing on recruiting and hiring the right employees with the right character. It also recommends following Kotter's 8 step change model to communicate and implement a new vision. This includes removing obstacles, celebrating short-term wins, and anchoring changes in the organizational culture through ongoing training, accountability, and emphasis on interdependent partnerships. The goal is to retain good employees by showing how each job contributes to overall success.
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Executive Administrative Professional Skills OverviewMeryl Runion Rose
See if any of these questions apply to you. This is a preview for the Administrative Professional Online Training Camp. I'll be touching on these point in a free webinar on Wednesday October 17th at 11:15 MDT. (That's 1:15 Eastern Time.) You can register for that at www.speakstrong.com/webinars
The document discusses FrontLine Leadership, a program that trains supervisors and frontline managers. The program covers core skills like giving feedback, managing individual and team performance, problem-solving, and managing change. It aims to improve outcomes like employee retention, productivity, and financial performance. The program teaches both managers and supervisors, with managers learning to support transferred skills and recognize employees.
From Diversity Zero to Hero: The GoDaddy Transformation StoryLever Inc.
Overhauling a company's reputation, brand and culture is no small feat, but over the last five years, GoDaddy has achieved a full-scale transformation. Katee Van Horn, the company's VP of Global Engagement and Inclusion, has been there throughout. Here, she brings us behind the scenes to show what it's taken to elevate GoDaddy to one of the most admired workplaces for diversity, and particularly for women in tech.
Checkout Manager -Checkouts and Services (1)Darren Frost
The document outlines the key responsibilities and skills required to be a successful manager at Tesco. Managers must excel at delivering for customers by coming up with solutions to problems, innovating to improve the business, and using challenges as opportunities to improve. They must also support change by sharing ideas to develop processes, identifying where Tesco's scale can be leveraged, and maintaining momentum through changing environments. Additionally, managers are expected to make customer-centric decisions by keeping customers at the heart of everything and taking calculated risks.
Allocadia helps marketing teams improve their marketing performance management. Their culture code and values emphasize building trust, showing empathy, empowering employees, aligning on goals, focusing on customers, taking responsibility, seeking clarity, achieving results, having courage, and taking ownership. Employees are encouraged to be leaders, give and receive feedback, continuously learn, take risks, share learnings, and celebrate successes together. Leader/leader frameworks and tools like goal setting and recognition programs help live these values.
Allocadia's culture code and values help the company accomplish its big goals by building an effective team. The values emphasize trust, empathy, empowerment, alignment with customers, responsibility, clarity, results, courage, and ownership. Living the values means giving and receiving feedback, understanding goals and metrics, aligning work, seeking to clarify, continuously learning, taking risks, and celebrating wins. Leaders provide goals and tools, elicit feedback, recognize people, delegate with support, and trust the team.
This document provides Shirley Smith's resume and qualifications for a position. It summarizes her extensive experience in customer service, collections, management, and process improvement over 27 years in the banking and automotive industries. She emphasizes skills in team leadership, setting expectations, performance management, training, and creating a positive workplace culture. The document promotes Shirley Smith as the "right choice" for the job based on her strong record of achievements and qualifications.
The document outlines the key responsibilities and skills required to be a successful manager at Tesco. It discusses four main areas: 1) Excellent delivery - focusing on customer service, innovation, and problem solving. 2) Supporting change - sharing ideas to improve processes and adapting to local needs. 3) Making decisions for customers - being passionate about customer needs and taking calculated risks. 4) Leading others by being yourself - inspiring teams through actions that demonstrate company values.
This document provides an overview of organizational behavior principles for Carrefour, focusing on ethical behavior and being customer-centric. It defines key values like accountability, respect, morality, teamwork, proactivity, and development. It emphasizes behaving consistently with values and gives examples of inconsistent values and behaviors to avoid. The document also discusses importance of accountability, respecting others, acting morally, working as a team, taking initiatives, and committing to self-development. Finally, it outlines dos and don'ts of customer service and reasons why customers may stop shopping.
This document outlines leadership competencies and behaviors for success. It discusses 15 specific competencies across three categories: individual leader, people leader, and senior leader. The competencies include behaviors like aspiring high, thinking broadly, building talent, leading with vision, planning for the future, driving execution, and continuous improvement. Developing these competencies can provide direction for an organization and foundation for talent management. Self-reflection is important to understand how the competencies apply to one's own role and goals.
This document provides information about a family business consulting firm called Ingenium. It offers services such as family business assessments, succession planning, management and leadership development, and people assessments to help family businesses create sustainable growth across generations. The firm assists families and closely held businesses with multi-generational planning by addressing issues related to ownership and management succession planning. It also advertises upcoming development programs in youth leadership, family business management, and leadership.
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2. What is Culture?
Culture is the foundation that defines the way a company thinks, behaves, and
operates.
Strong cultures consist of the following traits:
Common Language – Words and phrases that hold established meanings within a
community based on principles, values, and opinions.
Learned Behaviors – A set of learned responses to stimuli.
Shared Beliefs – The acceptance of something as true.
Heroes and Legends – People who are admired or idealized for their qualities,
behaviors, and or achievements and the stories told about their heroic actions.
Rituals and Norms – Consistent behavior regularly followed by an individual or
group.
Adapted from ‘Multipliers: How the Best Leaders Make Everyone Smarter’, by Liz Wiseman
3. Why Is Culture So Important To Us?
Every company has a culture, whether it was created with intention or not.
Great cultures require intention and attention to maintain and
continuously improve.
We aspire to attract and retain top-notch teammates with a well-designed
culture.
We have created NuWaves’ Culture Code to introduce you to our culture –
how we behave, our common terms, our expectations of each other – and
where we will grow.
4. So, What Is Unique About NuWaves’
Culture?
Improve
Improving, learning, transforming, and pushing the limits for excellence are in
our DNA. We expect that every new teammate will help push us to the next
level of success.
Impact
You are part of a passionate, driven team – and you matter. Everything at
NuWaves matters. You can make an impact every single day at NuWaves
through contributing your own brand of genius and bringing the right attitude
and mindset.
Grow
Growth is about expanding your capabilities and learning how to best apply
your unique talents to influence and impact others in a positive manner. We
provide an environment to allow you to do just that.
5. But What Does ‘Improve’ Mean In
Action…
IMPROVE
• ‘Every day I have the pleasure and opportunity to improve something: a
process, a document, compliance to a standard or regulation, or designs. I
love the scavenger hunt feel of always seeking optimization and gaining
incremental improvements every day, until one day I can look back and
admire how far we’ve come. In fact, I can already look back and appreciate
the tremendous improvements Team NuWaves has achieved – and it will
only continue!’ – NuWaves’ Quality Team Member
6. But What Does ‘Impact’ Mean In
Action…
IMPACT
• ‘A customer was having trouble collecting receive mode data with our radios. They were
told the measurement was thrown off by blow-by, but they didn’t know much about
blow-by or how to negate it. During an internet search they ended up finding a NuWaves’
technical paper on avoiding the problem. So without being directly asked, Team NuWaves
was still the place where they found their solution. This is a good example of our website
having a great impact.’ – NuWaves’ Support Engineer
• ‘Every day, I have the ability to make change within the company. I have the autonomy to
make decisions in the best interest in the company and to create win-win situations for
myself, the company, and our employees.’ – NuWaves’ Director
7. But What Does ‘Grow’ Mean In
Action…
GROW
• ‘Something that I am very appreciative of is how important the employee development is to NuWaves.
There are very knowledgeable staff members with years of experience that are always willing to drop
whatever they’re doing to help you understand a concept you have a question about. NuWaves also
offers training sessions for the technicians and junior engineers to help further develop their skills. The
company has even purchased building blocks of a network analyzer, where the class will assemble to
give a better understanding of the fundamentals of a commonly-used piece of test equipment. I am
amazed at how much I have learned since I have been working at NuWaves and it would not have
been possible without an amazing staff and company leaders who enable employees to grow.’ –
NuWaves’ RF Engineering Technician
8. NuWaves’ Common Language
• Taking responsibility for your span of control, both wins and failures, by setting aside ego to best assess problems and plansOwnership
• The interaction of NuWaves’ process, customers, vendors, employees, and leadership to produce quality products and servicesBusiness System
• Attitude is comprised of the passion for the organization and what it is trying to accomplish. Mindset consists of an individual’s approach to
collaboration and growth.
Attitude and Mindset
• As a learning organization, we expect every employee to improve both themselves and the company on an ongoing basis based on
continuous feedback.
Continuous Improvement
• Being outstanding or great at what we do. Not perfection, but always improving.Excellence
• The consistent behavior of delivering on commitments and taking ownership for results.Self-accountability
• Working with a purpose to accomplish daily tasks in alignment with achieving NuWaves’ overall strategic goals.Daily Intention
• The ability to practice on-going self-awareness and acceptance in an effort to grow and influence others in a positive manner. Can be
accomplished at any level in the organization.
Leadership
9. Our Learned Behaviors
Trust
•We trust each other to do our best work without
micromanagement.
•We do our best not to blame each other for
mistakes, tackling problems as a team rather than
pointing fingers.
Improve
•We learn from our failures, challenging ourselves to
constantly improve.
•This includes improving our culture as we learn and
grow as an organization and as leaders.
Just take care of it
•We are passionate about and ‘own’ all aspects of
NuWaves; therefore, while each role is specialized,
‘not my job’ is not acceptable. We are a team.
•We pick up trash on the walkway if needed.
•We work hard to accomplish our goals.
Enjoyment
•We enjoy our work. We are productive. We are
motivated to provide the best products and services
for our customers.
•This includes Christmas and Halloween parties, Golf
League, team outings, etc.
Communication
•To do our best work, we recognize we need to
communicate with each other early and often.
•We provide context for our teammates to make the
best decisions possible.
Transparency
•We aspire to be transparent in our plans, wins, and
mistakes.
•We aspire to be honest with ourselves and each
other about where we need to improve to be
excellent.
10. NuWaves’ Shared Beliefs – Our Core
Values
Pursuit of Excellence
• We value
continuous
improvement
throughout the
organization; by
focusing on results,
we achieve our
Purpose and
Mission - leading
us to the next level
of success, our
Vision.
Valued Employee
• We value our
culture where we
treat our
employees with
respect, recognize
excellence, and
challenge each
individual to grow
personally and
professionally.
Commitment to
Customer’s Success
• We value our
customer
relationships, seek
to understand their
businesses, and
pledge our
commitment to
their success.
Teamwork
• We value
collaboration and
team
accomplishments
to advance
NuWaves’
initiatives.
Patriotism
• We value our and
honor our Military
and all those that
have served. Above
all, we live by our
core values.
One Team achieving Excellence through Dedicated People, Processes, and Accountability.
We hire, fire, and promote based on Living/Not Living our Core Values.
11. Core Values: Pursuit of Excellence
Living It
Considers Positive Business Results in
decision making
Continuously improves processes and
business system
Takes ownership of all aspects of work
product
Accepts feedback and learns from mistakes
Questions the status quo
Works with a system-level view to improve
company-wide results
Eager to advance value to company by
working to achieve strategic goals
Seeks solutions
Not Living It
Complacent with current processes
Reactive versus proactive
Does not seek input from others
Defensive
Complainer
Assuming
Argumentative (my way or the highway)
Accepts roadblocks
Not my job mentality
12. Core Values: Valued Employee
Living It
Empowers, respects, and appreciates
others
Values personal growth
Accepts challenges
Coaches others to success
Protects the culture by living Core
Values
Shares knowledge & supports others
Willing to improve/change
Trusts others to perform
Provides positive feedback when
appropriate
Not Living It
Jealous
Entitlement attitude
Allows others to fail
Takes advantage of flexibility
Micromanages
Places blame on people, not processes
Avoids responsibility
Uses fear and shame to motivate
Negative attitude
13. Core Values: Commitment to
Customer’s Success
Living It
Completes projects/tasks on time, in scope, and
within budget
Prioritizes
Has a sense of urgency without sacrificing quality
Values internal customers
Works within the bounds of and continuously
improves the QMS
‘Just take care of it’ attitude
Exceeds expectations
Responsive to customer needs
Seeks clarity to fully understand requirements
Takes ownership of schedule and delivery of
quality product
Not Living It
Ignores internal/external customer request
Creates rework through not following processes
Only focused on individual domain
Irresponsible with customer funds
‘Not a problem yet’ attitude
Procrastinates
Not honest about capabilities
Doesn’t follow-up to ensure completion of tasks
Doesn’t value others’ time
Does not take schedules seriously
14. Core Values: Teamwork
Living It
Proud to work at NuWaves
Enjoys work
Productive
Takes commitments to team seriously
Works with others to complete tasks as necessary
Self-accountable
Holds peers accountable in a positive manner
Passionate
Asks for help when needed
Approachable
Communicates proactively with the team
Focused on team performance
Modifies approach based on needs of teammates
(emotional intelligence)
Not Living It
Siloed decision making
Irresponsible with work time
Does not hold teammates accountable to
company culture
Focused on individual performance
Does not communicate ideas or decisions
Does not hold oneself accountable
Does not work on the right thing
Close-minded
15. Core Values: Patriotism
Living It
Respects US Military and those that
have served
Gives best everyday
Not Living It
Insider Threat
NuWaves’ History Lesson
NuWaves’ was founded in 2003 by Navy veteran Jeff Wells. His passion for supporting the military
has shaped NuWaves into a trusted RF powerhouse for Defense and Aerospace applications.
Furthermore, he has equal passion for developing aspiring individuals.
16. What Makes a ‘Hero’ at NuWaves?
In short, live our Values. Everyone can
be a Hero.
We believe employees are our most
valuable resource.
The collective NuWaves Team drives the
success of the business and every
employee impacts the culture and our
results.
Therefore, we invest in creating a great
environment that can recognize
everyone’s ‘inner hero’.
We are all smart in our own way – we
are passionate about coaching our
aspiring employees to find their
greatness.
Annual President’s Award
Past Themes
Heart and Harmony
Up to the Challenge
One Team
Transformation
Dedicated to the Mission
Commitment to Excellence
Can-Do Attitude
Never Give Up
17. Professional Development
Philosophies
The onus is on you to grow.
We will show you the way, but you are
responsible for bringing the hunger, drive,
and passion to succeed.
We promote from within when possible.
If an employee is experiencing performance
issues, we will make every attempt to help
them improve performance. However, if
performance cannot be improved, we will
compassionately part ways.
If an employee is not a cultural fit, we will
coach them to our values. If improvement
does not occur, we will compassionately part
ways.
We will provide:
Development opportunities as they are
available, including internal training,
coaching, stretch assignments, promotions,
and external training
One-on-Ones with supervisor for consistent
feedback
An environment with numerous
opportunities to challenge you
Individual Professional Development Plans,
as appropriate
NuWaves University
Internal Training, Coaching, Professional
Development, and more
Up to $3,500 applied annually to approved
university classes
Quarterly President’s Book Club
18. Our Rituals and Norms – The
NuWaves’ Way
We rely on processes, but also trust employees to question processes to
ensure they fit the business context.
We work as a team. We are smarter together.
We are loyal to our employees. If they are going through a rough time, we
stand by them, expecting them to return to excellent performance
following their challenges. We hope our employees will return the same
favor to us should we experience rough times.
We take care of our employees. Great benefits. Flexibility when needed.
Work/Life Integration.
We improve.
19. Where We Are Improving
Trust
We are not micromanagers by any means, but we are working on our ability to
give each other the benefit of the doubt when expectations are not met.
Transparency & Communication
We are working to give each other proper context for decisions and to keep
each other in the loop in our fast-moving environment.
Teamwork
We sometimes need to work on being better teammates, working together to
solve issues rather than against each other.
20. What We Are Most Proud Of
Our improvements in hiring dedicated, aspiring individuals that move the
company forward
Our ability to come together as a team through a challenge
Our adaptability – we are willing to change when needed
Our commitment to growth and leadership
The inspiring work our employees do every day
21. Ready to Join Team NuWaves?
Visit nuwaves.com/careers to apply or email
great.careers@nuwaves.com