This document provides an overview of a training module on developing soft skills. It discusses 10 key soft skills: communication, empathy, networking, confidence, professionalism, teamwork, problem-solving, time management, attitude/work ethic, adaptability/flexibility, self-confidence, and learning from criticism. Each module defines the skill, provides examples of effective and ineffective behaviors, and includes a case study example. The goal is to help participants strengthen their interpersonal skills and ability to work effectively with others.
This document provides an overview of life coaching essentials across 4 modules. Module 1 introduces the goals of life coaching as addressing personal goals, aspirations, and relationships. Module 2 explains that a life coach helps clients improve their professional and personal lives by achieving goals, and that they may help with decisions, priorities, balance, and empowerment. Module 3 outlines benefits like setting targets, managing stress, maintaining vision, and motivation. Module 4 notes that life coaching can present challenges but that the coach and client must work together to overcome them.
This document summarizes the key aspects of forming an effective design team. It discusses that a design team is typically made up of different engineering disciplines and experts from various fields. It is important for team members to respect each other's expertise and for the team to have open communication. The document provides guidance on dos and don'ts for good team communication, including making sure all members understand goals, listening to others, being respectful, and communicating openly. It emphasizes that the overall goal is for the team to work collectively to solve problems and ensure client needs are met.
This document provides an overview of a public speaking workshop with 4 modules:
1. Getting started and identifying audience, objectives.
2. Identifying your audience through needs analysis, creating a profile, and addressing key questions.
3. Creating an outline with situation, task, actions, results sections.
4. Organizing the program with an opening, body, review, and closing using methods like classification.
The workshop emphasizes thoroughly understanding the audience to effectively structure and deliver the presentation to meet their needs. It provides guidance on outlining, pacing, and using organizational techniques for clarity.
The document outlines key concepts and skills related to facilitation. It is divided into multiple modules that cover topics like:
- The definition of facilitation and how it differs from traditional leadership approaches by focusing on fairness and group involvement.
- The role of the facilitator is to help groups achieve their objectives by ensuring all contributions are heard while remaining neutral.
- Effective facilitation requires a focus on the process, not just the content, which includes managing information flow and participation.
- Proper preparation is essential, such as gaining support, choosing an appropriate facilitator, preparing a plan and collecting background information on the topic and group.
The document provides an overview of life coaching essentials and modules for life coaching training. It discusses:
1) The goal of life coaching is to address personal goals, aspirations, and relationships. Coaching involves getting to know the client and determining their direction.
2) A life coach helps clients improve their professional and personal lives by helping them achieve their goals. Common reasons for seeking a coach include difficulty making decisions and lack of balance.
3) Coaching sessions involve creating an action plan, asking questions to understand the client's needs, and setting targets and a timeline to help the client overcome challenges and stay on track.
The document provides guidance on effectively dealing with conflict in the workplace. It discusses the importance of conflict resolution, outlines a manager's role in preventing and addressing disputes, and provides tips for managing difficult employees. Specific strategies are presented, such as communicating expectations clearly, modeling appropriate conduct, addressing performance issues promptly and respectfully, and nipping potential conflicts in the bud. Scenarios demonstrate approaches for resolving common problems like attitude issues, rule breaking, interpersonal conflicts and intentionally difficult behavior. The overall message is that proactive and skilled conflict management can prevent disputes from escalating and avoid costly litigation.
Navigating Difficult Conversations: Deliver Your Message with Poise, Empathy ...HRDQ-U
Difficult conversations are inevitable in any workplace. Those conversations can create unhappiness, stress, and tension. They can also impair and even destroy relationships. When handled poorly, they are likely to result in serious problems that interfere with productivity and leave everyone involved feeling frustrated and dissatisfied.
You can’t avoid these kinds of conversations, but you can learn how to handle them more effectively. Developing the ability to handle these challenges will pay off in terms of reduced stress, increased confidence, improved relationships, increased trust, fewer problems, better teamwork, higher productivity, and better career opportunities.
This document provides an overview of a training module on developing soft skills. It discusses 10 key soft skills: communication, empathy, networking, confidence, professionalism, teamwork, problem-solving, time management, attitude/work ethic, adaptability/flexibility, self-confidence, and learning from criticism. Each module defines the skill, provides examples of effective and ineffective behaviors, and includes a case study example. The goal is to help participants strengthen their interpersonal skills and ability to work effectively with others.
This document provides an overview of life coaching essentials across 4 modules. Module 1 introduces the goals of life coaching as addressing personal goals, aspirations, and relationships. Module 2 explains that a life coach helps clients improve their professional and personal lives by achieving goals, and that they may help with decisions, priorities, balance, and empowerment. Module 3 outlines benefits like setting targets, managing stress, maintaining vision, and motivation. Module 4 notes that life coaching can present challenges but that the coach and client must work together to overcome them.
This document summarizes the key aspects of forming an effective design team. It discusses that a design team is typically made up of different engineering disciplines and experts from various fields. It is important for team members to respect each other's expertise and for the team to have open communication. The document provides guidance on dos and don'ts for good team communication, including making sure all members understand goals, listening to others, being respectful, and communicating openly. It emphasizes that the overall goal is for the team to work collectively to solve problems and ensure client needs are met.
This document provides an overview of a public speaking workshop with 4 modules:
1. Getting started and identifying audience, objectives.
2. Identifying your audience through needs analysis, creating a profile, and addressing key questions.
3. Creating an outline with situation, task, actions, results sections.
4. Organizing the program with an opening, body, review, and closing using methods like classification.
The workshop emphasizes thoroughly understanding the audience to effectively structure and deliver the presentation to meet their needs. It provides guidance on outlining, pacing, and using organizational techniques for clarity.
The document outlines key concepts and skills related to facilitation. It is divided into multiple modules that cover topics like:
- The definition of facilitation and how it differs from traditional leadership approaches by focusing on fairness and group involvement.
- The role of the facilitator is to help groups achieve their objectives by ensuring all contributions are heard while remaining neutral.
- Effective facilitation requires a focus on the process, not just the content, which includes managing information flow and participation.
- Proper preparation is essential, such as gaining support, choosing an appropriate facilitator, preparing a plan and collecting background information on the topic and group.
The document provides an overview of life coaching essentials and modules for life coaching training. It discusses:
1) The goal of life coaching is to address personal goals, aspirations, and relationships. Coaching involves getting to know the client and determining their direction.
2) A life coach helps clients improve their professional and personal lives by helping them achieve their goals. Common reasons for seeking a coach include difficulty making decisions and lack of balance.
3) Coaching sessions involve creating an action plan, asking questions to understand the client's needs, and setting targets and a timeline to help the client overcome challenges and stay on track.
The document provides guidance on effectively dealing with conflict in the workplace. It discusses the importance of conflict resolution, outlines a manager's role in preventing and addressing disputes, and provides tips for managing difficult employees. Specific strategies are presented, such as communicating expectations clearly, modeling appropriate conduct, addressing performance issues promptly and respectfully, and nipping potential conflicts in the bud. Scenarios demonstrate approaches for resolving common problems like attitude issues, rule breaking, interpersonal conflicts and intentionally difficult behavior. The overall message is that proactive and skilled conflict management can prevent disputes from escalating and avoid costly litigation.
Navigating Difficult Conversations: Deliver Your Message with Poise, Empathy ...HRDQ-U
Difficult conversations are inevitable in any workplace. Those conversations can create unhappiness, stress, and tension. They can also impair and even destroy relationships. When handled poorly, they are likely to result in serious problems that interfere with productivity and leave everyone involved feeling frustrated and dissatisfied.
You can’t avoid these kinds of conversations, but you can learn how to handle them more effectively. Developing the ability to handle these challenges will pay off in terms of reduced stress, increased confidence, improved relationships, increased trust, fewer problems, better teamwork, higher productivity, and better career opportunities.
Difficult conversations in creative environmentsSkmcclintock
The document is a transcript from a presentation on mastering difficult conversations in creative environments. It discusses best practices for communication, types of challenging personalities and situations that may be faced, and techniques for handling them. These include being positive, setting expectations, asking questions, and focusing on solutions rather than problems. Sample difficult scenarios are also outlined, like dealing with poor team performance or defensive stakeholders during design reviews.
This document provides a summary of a workshop on body language basics across 12 modules:
The workshop teaches how to interpret body language as a form of communication, covering topics like communicating with gestures, reading facial expressions and body positions, gender differences, lying detection, and improving one's own body language. The overall goal is to enhance understanding and improve interactions, negotiations, and relationships through correctly interpreting unspoken signals.
The document discusses the A3 report method for building consensus. It explains that an A3 report is a one-page report used to facilitate communication and consensus building. The key steps in the consensus building process using A3 reports are to: 1) develop your ideas, 2) draft a "tatakidai" document for input, 3) conduct "nemawashi" by sharing the draft with stakeholders, 4) write the final A3 report, 5) gain approval signatures on the report, and 6) inform others and implement the plan. Defining stakeholders, gathering their input, and addressing any objections or gaps are important parts of building agreement.
This document outlines a 12-module course on developing assertiveness and self-confidence. The modules cover topics like understanding confidence, goal setting, communication skills, dealing with difficult situations, and maintaining confidence over time. Case studies are provided in each module to illustrate concepts. The overall aim is to help participants learn and apply techniques to improve their assertiveness and self-assurance through interactive lessons, discussions, and practical exercises.
This document provides an overview of a negotiation skills workshop presented in 10 modules. Module 1 introduces negotiation concepts and workshop objectives. Module 2 covers different types of negotiations and phases. Module 3 discusses preparation, including establishing BATNA and WATNA. Module 4 covers setting the negotiation framework. Modules 5-7 outline the three phases of negotiation: exchanging information, bargaining, and closing. Module 8 focuses on reaching consensus and agreement. Module 9 addresses difficult negotiation tactics. Module 10 discusses informal negotiations outside the boardroom. Case studies are provided throughout to illustrate negotiation concepts.
1) Completing an AiS Challenge project is time consuming and intellectually challenging, so working in teams allows people to use their combined skills, sustain enthusiasm, and support one another to complete the project.
2) Teams work best when members are committed to common objectives, have defined roles and responsibilities, and effective communication, decision-making, and work procedures.
3) Successful teams go through forming, storming, norming, and performing stages where they develop trust, address conflicts, accept roles and procedures, and become a high-performing unit.
1) Completing an AiS Challenge project is time consuming and intellectually challenging, so working in teams allows people to use their combined skills, sustain enthusiasm, and support one another to complete the project.
2) Teams work best when members are committed to common objectives, have defined roles and responsibilities, and effective communication, decision-making, and work procedures.
3) Successful teams go through forming, storming, norming, and performing stages where they establish roles and goals, work through conflicts, develop norms and understanding, and become high-performing.
This document contains the agenda and content for a two-day training course on supervising others. The training covers topics such as making the transition to a supervisory role, setting goals, planning, communication, giving feedback, delegation, managing conflict, and performance management. It provides guidance on communication techniques, dealing with difficult employees, and developing relationships. Case studies and exercises are used to illustrate concepts and skills practice. The overall aim is to help new supervisors clarify their roles and responsibilities and develop core supervisory skills.
This document discusses various interpersonal skills including assertiveness, team building, leadership, and time management. It provides definitions and strategies for developing each skill. Assertiveness involves confidently expressing needs and emotions without aggression. Team building enhances social relations and role clarity through collaborative tasks. Good leadership includes vision, motivation, guidance, and clear communication. Time management maximizes productivity through planning, prioritization, and efficiency. Developing interpersonal skills can improve both professional and personal success.
Like a strong building, a strong team needs a strong foundation to build upon. Learn which materials are critical to develop and sustain the success of your team\'s efforts.
This presentation was made for the purpose of group presentation and in this we presented on the need of group discussion and personal interview for securing a job.
Elaine Ford provides tips for excelling at interviews and assessment centers. She advises arriving early, dressing professionally, making eye contact, listening carefully, and providing concrete examples from your past experiences that demonstrate key competencies like leadership, problem-solving, and teamwork. During group exercises, contribute ideas without dominating, praise others, and help reach consensus. Presentations should have a clear structure and stick to the time limit. While psychometric tests can't be studied for, answering honestly provides the most accurate reflection of your suitability. The overall goal is to demonstrate how you will perform well in the role and make the company better.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
This document discusses problem solving and decision making. It defines problem solving as the process of finding a way to get from the current situation to a more desirable one. Decision making is the process of choosing between options and determining the potential consequences. Problem solving is focused on analyzing past issues, while decision making is more creative and strategic. The document provides various frameworks for problem solving, such as the five whys technique and fishbone diagrams. It also outlines systematic processes for decision making, including defining the problem, gathering information, weighing alternatives, and evaluating outcomes. Team-based approaches are recommended, but the challenges of group decisions are noted. The consensus grid tool is presented as a way to build agreement within a team.
The document provides guidance on how to answer behavioral interview questions by discussing the concept of behavioral interviewing, giving examples of 100 common behavioral interview questions across various competencies, and advising candidates to prepare stories from their past experiences using the CALL method (Circumstances, Actions, Lasting Legacy) to demonstrate how they meet the job requirements. Candidates are encouraged to think of examples from their career that showcase skills like problem-solving, leadership, communication, and persistence in order to impress interviewers and land the job.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
This document provides an overview of coaching salespeople through 12 modules. It discusses establishing coaching roles and responsibilities, inspiring salespeople, using data and metrics, avoiding common mistakes, and maintaining an internal coaching program. The case studies describe challenges coaches face like building trust, maintaining boundaries, uncommitted team members, and providing effective feedback and motivation. The overall message is that coaching requires developing relationships, communicating effectively, focusing on goals and processes, and creating the right culture and systems to maximize sales performance.
Great teams are important for completing complex projects like the AiS Supercomputing Challenge. Teams succeed when members have clearly defined roles and responsibilities, effective communication, and personal relationships built on trust and support. Successful teams progress through forming, storming, norming, and performing stages as they develop processes and resolve conflicts to work effectively together.
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
Craig felt like he was running in place with his business. He realized he needed to develop his business acumen further. He started recognizing learning events by evaluating past decisions, using problems as learning opportunities, and getting feedback on his blind spots. This allowed him to continuously learn and improve his decision making, which helped advance his business.
Dietrich - Module leadership slide showvmiflight07
This document provides an overview of a module on consumer behavior (CB). It discusses why understanding CB is important, who it affects, common CB attributes and trends. It also addresses how sellers can employ or defeat CB techniques, for better or worse, and when CB techniques may be inappropriate. The module aims to help participants understand CB and how it impacts both consumers and sellers so they can use the information to their advantage or defend against manipulation.
Difficult conversations in creative environmentsSkmcclintock
The document is a transcript from a presentation on mastering difficult conversations in creative environments. It discusses best practices for communication, types of challenging personalities and situations that may be faced, and techniques for handling them. These include being positive, setting expectations, asking questions, and focusing on solutions rather than problems. Sample difficult scenarios are also outlined, like dealing with poor team performance or defensive stakeholders during design reviews.
This document provides a summary of a workshop on body language basics across 12 modules:
The workshop teaches how to interpret body language as a form of communication, covering topics like communicating with gestures, reading facial expressions and body positions, gender differences, lying detection, and improving one's own body language. The overall goal is to enhance understanding and improve interactions, negotiations, and relationships through correctly interpreting unspoken signals.
The document discusses the A3 report method for building consensus. It explains that an A3 report is a one-page report used to facilitate communication and consensus building. The key steps in the consensus building process using A3 reports are to: 1) develop your ideas, 2) draft a "tatakidai" document for input, 3) conduct "nemawashi" by sharing the draft with stakeholders, 4) write the final A3 report, 5) gain approval signatures on the report, and 6) inform others and implement the plan. Defining stakeholders, gathering their input, and addressing any objections or gaps are important parts of building agreement.
This document outlines a 12-module course on developing assertiveness and self-confidence. The modules cover topics like understanding confidence, goal setting, communication skills, dealing with difficult situations, and maintaining confidence over time. Case studies are provided in each module to illustrate concepts. The overall aim is to help participants learn and apply techniques to improve their assertiveness and self-assurance through interactive lessons, discussions, and practical exercises.
This document provides an overview of a negotiation skills workshop presented in 10 modules. Module 1 introduces negotiation concepts and workshop objectives. Module 2 covers different types of negotiations and phases. Module 3 discusses preparation, including establishing BATNA and WATNA. Module 4 covers setting the negotiation framework. Modules 5-7 outline the three phases of negotiation: exchanging information, bargaining, and closing. Module 8 focuses on reaching consensus and agreement. Module 9 addresses difficult negotiation tactics. Module 10 discusses informal negotiations outside the boardroom. Case studies are provided throughout to illustrate negotiation concepts.
1) Completing an AiS Challenge project is time consuming and intellectually challenging, so working in teams allows people to use their combined skills, sustain enthusiasm, and support one another to complete the project.
2) Teams work best when members are committed to common objectives, have defined roles and responsibilities, and effective communication, decision-making, and work procedures.
3) Successful teams go through forming, storming, norming, and performing stages where they develop trust, address conflicts, accept roles and procedures, and become a high-performing unit.
1) Completing an AiS Challenge project is time consuming and intellectually challenging, so working in teams allows people to use their combined skills, sustain enthusiasm, and support one another to complete the project.
2) Teams work best when members are committed to common objectives, have defined roles and responsibilities, and effective communication, decision-making, and work procedures.
3) Successful teams go through forming, storming, norming, and performing stages where they establish roles and goals, work through conflicts, develop norms and understanding, and become high-performing.
This document contains the agenda and content for a two-day training course on supervising others. The training covers topics such as making the transition to a supervisory role, setting goals, planning, communication, giving feedback, delegation, managing conflict, and performance management. It provides guidance on communication techniques, dealing with difficult employees, and developing relationships. Case studies and exercises are used to illustrate concepts and skills practice. The overall aim is to help new supervisors clarify their roles and responsibilities and develop core supervisory skills.
This document discusses various interpersonal skills including assertiveness, team building, leadership, and time management. It provides definitions and strategies for developing each skill. Assertiveness involves confidently expressing needs and emotions without aggression. Team building enhances social relations and role clarity through collaborative tasks. Good leadership includes vision, motivation, guidance, and clear communication. Time management maximizes productivity through planning, prioritization, and efficiency. Developing interpersonal skills can improve both professional and personal success.
Like a strong building, a strong team needs a strong foundation to build upon. Learn which materials are critical to develop and sustain the success of your team\'s efforts.
This presentation was made for the purpose of group presentation and in this we presented on the need of group discussion and personal interview for securing a job.
Elaine Ford provides tips for excelling at interviews and assessment centers. She advises arriving early, dressing professionally, making eye contact, listening carefully, and providing concrete examples from your past experiences that demonstrate key competencies like leadership, problem-solving, and teamwork. During group exercises, contribute ideas without dominating, praise others, and help reach consensus. Presentations should have a clear structure and stick to the time limit. While psychometric tests can't be studied for, answering honestly provides the most accurate reflection of your suitability. The overall goal is to demonstrate how you will perform well in the role and make the company better.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
This document discusses problem solving and decision making. It defines problem solving as the process of finding a way to get from the current situation to a more desirable one. Decision making is the process of choosing between options and determining the potential consequences. Problem solving is focused on analyzing past issues, while decision making is more creative and strategic. The document provides various frameworks for problem solving, such as the five whys technique and fishbone diagrams. It also outlines systematic processes for decision making, including defining the problem, gathering information, weighing alternatives, and evaluating outcomes. Team-based approaches are recommended, but the challenges of group decisions are noted. The consensus grid tool is presented as a way to build agreement within a team.
The document provides guidance on how to answer behavioral interview questions by discussing the concept of behavioral interviewing, giving examples of 100 common behavioral interview questions across various competencies, and advising candidates to prepare stories from their past experiences using the CALL method (Circumstances, Actions, Lasting Legacy) to demonstrate how they meet the job requirements. Candidates are encouraged to think of examples from their career that showcase skills like problem-solving, leadership, communication, and persistence in order to impress interviewers and land the job.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
This document provides an overview of coaching salespeople through 12 modules. It discusses establishing coaching roles and responsibilities, inspiring salespeople, using data and metrics, avoiding common mistakes, and maintaining an internal coaching program. The case studies describe challenges coaches face like building trust, maintaining boundaries, uncommitted team members, and providing effective feedback and motivation. The overall message is that coaching requires developing relationships, communicating effectively, focusing on goals and processes, and creating the right culture and systems to maximize sales performance.
Great teams are important for completing complex projects like the AiS Supercomputing Challenge. Teams succeed when members have clearly defined roles and responsibilities, effective communication, and personal relationships built on trust and support. Successful teams progress through forming, storming, norming, and performing stages as they develop processes and resolve conflicts to work effectively together.
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
Craig felt like he was running in place with his business. He realized he needed to develop his business acumen further. He started recognizing learning events by evaluating past decisions, using problems as learning opportunities, and getting feedback on his blind spots. This allowed him to continuously learn and improve his decision making, which helped advance his business.
Dietrich - Module leadership slide showvmiflight07
This document provides an overview of a module on consumer behavior (CB). It discusses why understanding CB is important, who it affects, common CB attributes and trends. It also addresses how sellers can employ or defeat CB techniques, for better or worse, and when CB techniques may be inappropriate. The module aims to help participants understand CB and how it impacts both consumers and sellers so they can use the information to their advantage or defend against manipulation.
This document provides guidance on leading and managing different types of meetings for educational professionals. It discusses norms and best practices for meetings with staff, boards of management, parents associations, and more. Key advice includes preparing agendas in advance, assigning roles like chairperson and recording secretary, maintaining confidentiality, and focusing meetings on agreed topics while allowing for open discussion. The document aims to equip leaders with strategies for effectively conducting various essential school meetings.
This document provides information about the Year 10 English course to new students. It will comprise qualifications in English Language and English Literature with exams in November 2010 and May 2011. Students will have four English lessons per cycle and likely the same teacher for the two-year course. They will study modules including Romeo and Juliet, a novel, poetry, and exam texts. Students will complete exams and coursework testing reading, writing, speaking and listening skills. All written work must be submitted through Turnitin. Students are instructed to organize their English notes in folders on their computers. The first unit of study is an inquiry into language and literature, where students will research topics of interest to present to peers.
The document discusses action research in the ESF. It aims to share current action research projects in ESF secondary schools and consider how research could be expanded across the Foundation. Action research empowers teachers to innovate, collaborate and reflect through professional learning communities focused on improving student outcomes. Examples of current projects at KGV include researching students' online footprints and data tracking. The opportunity for Foundation-wide research is discussed, as is designing individual action research projects. Key components of developing a research project are outlined, including purpose, rationale, research questions, methodology, resources and timeline.
This document provides an overview of a leadership development course session on giving feedback. The session covers defining feedback, giving positive and negative feedback, setting the right climate, and listening and speaking skills. It includes exercises on identifying the purpose of feedback, preparing evidence, and using "I" statements. Participants practice difficult conversations using scenarios and get feedback. The goal is to help leaders have productive conversations by focusing on listening, asking questions, staying positive and addressing behaviors rather than people.
This document discusses classroom observation and walkthroughs. Classroom observation provides detailed views of individual classrooms, while walkthroughs provide a broader picture of a whole school or department. Common characteristics of effective classroom observation include informal communication and management by wandering around. The document also discusses using classroom observation and walkthroughs to evaluate instructional practices, not teachers, and to foster collaboration by identifying problems and creating collaborative solutions. A multi-step process is outlined that involves planning, data collection, analysis, and reflection. Student input is recommended to provide rich information.
The document discusses ideas from four students - Me, Ammr, Aferdita and Abidur - for film openings in different genres. Abidur proposes a thriller/mystery opening involving the character Tre being strangled by an intruder while watching TV, with tense violin music building to a climax. Me proposes a sci-fi/thriller opening following Tre as he rushes out the door while a radio reports mass disappearances. Ammr and Aferdita consider but decide against a romantic comedy exploring a homosexual Muslim man facing an arranged marriage.
This document provides guidance for students to analyze a text on climate change through annotation and discussion. It outlines objectives to practice annotation skills and identify the text's structure, techniques, genre, audience and purpose. Students complete writing and discussion activities to understand the key points and how the topic is presented scientifically yet accessibly. They annotate the text in groups focusing on different aspects, then share findings. Further activities include personal responses, collaborative writing, and imagining delivering a speech on the topic's facts and solutions.
This document discusses personal branding, applications, and CVs for emerging leaders. It covers reflecting on past sessions, the application process, and next steps. The session will explore personal branding and digital presence, narratives about the application process, and tips for structuring effective applications and CVs. Attendees will create a personal statement, design a CV, and cultivate their digital presence by auditing what is found online and building a strong online presence.
This document provides an overview of a communication training program, covering the following key points in 3 sentences:
The training identifies behavioral needs using a DISC assessment tool and applies DISC principles to improve workplace communication. It discusses Maslow's hierarchy of needs and how to adapt communication styles based on an individual's DISC profile. The document outlines exercises to help participants understand different communication styles, adapt their own style, and improve interactions with coworkers who have different styles.
This document summarizes a workshop about personality types using the DiSC model. It discusses the four DiSC styles (Dominance, Influence, Steadiness, Conscientiousness), their characteristics, strengths and limitations. The workshop focuses on reviewing DISC reports, understanding different personality types, and strategizing how to engage effectively with each type. Participants discuss their own DiSC styles and complete exercises engaging with different personality types. The goal is to help people recognize strengths, minimize limitations, and work better together as teams by understanding personality types.
This training session provides Nordstrom employees information on effective employee relations. The goals are to improve communication among new employees to enhance business goals. Employee relations involves matters like leaves, performance, grievances, terminations, and unemployment claims. Nordstrom's open door policy encourages horizontal communication and consistent messaging. Other retailers offer benefits like discounts, paid time off, and parental leave. Nordstrom can improve relations by providing training, seminars, career goals, meetings, challenges and rewards, and out-of-office activities. Understanding different behavioral styles through the DISC model helps facilitate teamwork and minimize conflicts.
The document outlines the agenda for a two-day leadership development program. Day one will include introductions, an overview of projects at the NYPL, and sessions on roles and styles of effective leadership. Day two will focus on personal assessment, team project meetings, and developing individual learning plans. The program aims to help participants strengthen skills in areas such as facilitation, behavioral flexibility, and developing others.
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
This document provides an overview of the DiSC workplace profile system, which describes how people behave in response to their environment. It details the four primary styles in the model - D, i, S, and C - and provides information on interpreting individual profiles. The objectives are to help individuals identify their own behavioral style, understand the characteristics of the four styles, and develop strategies for collaborating more effectively with others.
The document provides an overview of team building and effective teamwork. It discusses the importance of teams, different types of teams, stages of team building including forming, storming, norming and performing. Key aspects covered include defining roles and responsibilities, effective communication, handling conflicts, motivating team members. The document emphasizes the importance of commitment to shared goals, good relationships, leadership and establishing processes and protocols for a successful team.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
The document outlines the team charter for DANYS Solutions, a group of 5 students - Dan Howard, Dan Butler, YanYan Lei, Dan Turner, and Seth Lang. The team's objectives are to utilize the knowledge and skills gained to exceed expectations on tasks and challenges. As a single unit, they will help each other reach their goals and overcome barriers. The team charter defines roles for each member, goals and projects for the term, meeting schedules, and performance evaluation criteria focusing on participation, leadership, decision making, and respect.
The document provides an overview of concepts related to leadership including definitions of leadership and management, attributes of effective leaders, differences between leadership and management skills, and techniques for developing interpersonal skills and building high-performing teams. It discusses personality types, motivating employees using Maslow's hierarchy of needs, and approaches for effective communication, conflict management, and problem solving.
To identify high-potential talent requires more than what is on the resume. With this guide developed by TalenX, you can start asking behavioural interview questions designed to uncover more insights in your next applicant.
Summary business knowledge for data professionalNovita Sari
This document provides tips and techniques for presentation skills, interpersonal skills, and project management skills for data professionals. It discusses elements of an effective presentation including defining your message, supporting your message with visuals, and presentation style. It also outlines Dale Carnegie's advice for dealing with people by appealing to emotions rather than logic. Finally, it summarizes popular project management methodologies like CRISP-DM, Kanban, Waterfall, and Scrum and notes their pros and cons for data science projects.
The document discusses concepts related to leadership and interpersonal communications. It defines leadership as the ability to influence others with or without authority. Leadership is determined by three factors: awareness, ability, and commitment. Effective leaders have attributes like vision, passion, integrity, and the ability to motivate others. The document also discusses Jungian personality types, Maslow's hierarchy of needs, team building, and conflict management strategies.
This document discusses how to build effective teams to complete projects for the AiS Supercomputing Challenge. It outlines the typical stages of team development: forming, storming, norming, and performing. Key aspects of successful teams include commitment to shared goals, defined roles and responsibilities, effective communication systems, and good interpersonal relationships. The document provides guidance on team roles, developing norms, addressing conflicts, giving feedback, and understanding personality types to improve teamwork. Completing the challenge requires sustained effort from well-functioning teams.
Soft skills and how they translate online discusses the importance of soft skills, both in-person and online. It defines soft skills as personality traits, attitudes, and behaviors rather than technical skills. The document outlines key soft skills like communication, teamwork, leadership, time management, problem solving, and stress management. It provides tips for improving soft skills and explains why soft skills remain important in a digital world, such as the need for collaboration, adaptability, empathy and organization when working remotely.
This abridged version, made up of select slides from my other presentations, was specially made for the executives of LIC, Hyderabad Division. You are requested to view the full versions of the other presentations, available here.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Similar to Oct 27 ml module 1 disc for teacher hub (20)
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Setup Warehouse & Location in Odoo 17 Inventory
Oct 27 ml module 1 disc for teacher hub
1. Middle Leaders Course
Module One
Understanding My Leadership Style
Getting a Gauge on my Team
Communication: Facilitating Teams
Module One
Understanding My Leadership Style
Getting a Gauge on my Team
Communication: Facilitating Teams
Bec Clements, Sandra Hite, Samantha Rodgers
Presented by: Bec Clements, Sandra Hite, Samantha Rodgers
1
Middle Leaders
Leading Myself and Others
2. Session One (8.30 - 10.00)
1. Understand what DISC is
2. Identify your personal communication
style
3. Be able to recognize others’ styles
4. Be able to adapt your style to improve
results
5
3. Leadership Capability
3
Leadership Capability
L1.2 Displays a sense of self-efficacy and
personal identity
L 2.5 Understands people
4. Confidence Continuum –
Leading Teams
What experience and knowledge are we
bringing to the session today?
Huh? Somewhat confident Fairly confident Got it!
6. Tracking your thinking
What question are you
going to carry with you
today?
What are you curious
about?
Share with someone at your table
7. Underline
statements that
help you be
successful in your
role at school.
Circle statements
that may be
barriers to your
success in school.
Put things you
don’t agree with in
brackets.
7
8. The DISC Model…
A four quadrant model that helps us identify
different communication/behavior styles and
adapt our style to improve results.
Dominance – how we approach problems
Influence – how we approach people
Steadiness – how we approach pace
Compliance – how we approach procedures
4
11. DISC Language Rules
RULE #1 Use and discuss the language with only those
who know the language
RULE #2 Exhibit your knowledge of the language by
knowing your behavioral style, silently
recognising other people’s style and then
adapting for greater communication
RULE #3 Teach others the language in a setting where
appropriate time is available for understanding
RULE #4 Don’t use DISC as an excuse for ineffective
behaviour 13
16. 21
Relating to the Dominance Style
• Be direct, brief and to the point
• Stick to business
• Results-oriented approach
• Identify opportunities/challenges
• Provide win/win situations
• Use a logical approach
• Touch on high points; do not overuse data!
• Do not touch; keep your distance
Be prepared for:
• Blunt talk
• Demands
• Lack of empathy
• Little interest in social interaction
18. 23
Relating to the Influence Style
• Allow time for relating and socializing
• Lighten up; have fun
• Ask for feelings and opinions
• Use touch (forearm and back)
• Friendly, non-threatening environment
• Involve in brainstorming new ideas and approaches
• Expect quick decisions
• Provide opportunities for recognition and reward
Be prepared for:
•Hunger for the limelight
•Overly optimistic
•Overselling ideas and points of view
•Takes rejection hard
20. 25
Relating to the Steadiness Style
• Be patient
• Draw out their opinions
• Provide a logical approach to the facts
• Relax- allow time for discussion
• Show how solutions will benefit them
• Clearly define all areas
• Involve them in planning
Be prepared for:
• Friendliness to colleagues
• Resistance to change
• Difficulty prioritizing tasks
• Difficulty with deadline pressures
22. 27
Relating to the Compliance Style
• Use data and facts
• Examine argument from all sides
• Keep on task- don’t socialize
• Disagree with the facts, not the person
• Focus on quality
• Avoid “new” solutions; stick to proven ideas
• Do not touch!
• Allow time for them to think
Be prepared for:
•Discomfort with lack of clarity
•Resistance to general or vague info
•Strong urge to check and double- check
•Little need to affiliate with others
23. What have you learned?
Table Quiz
RULE #2
Exhibit your knowledge of the language by
knowing your behavioral style, silently
recognising other people’s style and then
adapting for greater communication
www.insights2improvement.com
24. Job Opening
A new job opening has been posted in another department.
“Since I’ve only been in this job for 10 years, I
don’t see any reason to change.”
“I’ve decided to take the job.”
“I’ll decide whether to apply after I thoroughly
investigate the pros and cons of the new job.”
“I’ll call my friend in that department to see if the
new boss is nicer than mine.”
Insights2improvement.com
D
i
S
C
S
D
C
i
PPT 11-9
25. Company Meeting
At a company-wide meeting, a manager praises her team for
outstanding results and promises more great things to come.
D
Already planning the next steps in her head.
i
Annoyed because he wasn’t mentioned by name.
Proud, but worried about what’s coming next.
Insights2improvement.com
S
C
D
i
S
C
Concerned that they don’t have a plan for what
the manager is promising.
PPT 11-10
26. Team Reassignment
Client-support teams have been
reassigned within an organization.
Asks for a few weeks to prepare her customers
for the change.
Asks for a few weeks to work out the details of
the new system.
Calls his new clients to set up lunch dates.
Insights2improvement.com
D
i
S
C
S
C
i
Suspicious because she thinks the
reassignments may be a bad deal for her.
D PPT 11-11
27. Rearranging the Office
A department manager has asked for a
proposal for rearranging the office.
“Can we pick who we sit by?”
“Is it OK if I don’t move?”
“I’ll have some alternatives drawn up by next
week.”
Insights2improvement.com
D
i
S
C
i
S
C
“Don’t worry, I’ll take care of the whole thing.” D
PPT 11-12
28. Session Two (10.30 - 12.00)
Getting a gauge on your team:
Interpersonal relationships
Appreciating the similarities and differences
35
of your team
29. Adapted Style
Look at the differences
between your natural
style and your adapted
style. What has
changed?
How/ Why?
29
31. 31
I over C represents self-confidence
and being relaxed
with others. Feels able to
persuade others in any
situation.
D over S represents a sense of
urgency with the need to
respond quickly to challenges
and have flexibility in approach.
33. DiSC Interaction Guide
Dominance Influence
Questioning
Logic Focused
Objective
Skeptical
Challenging
i
Accepting
People Focused
Empathizing
Receptive
Agreeable
D
S
C
Active
Fast Paced
Assertive
Dynamic
Bold
Extraverted
Introverted
Thoughtful
Moderate Paced
Conscientiousness Steadiness
Calm
Methodical
Careful
People
Task
34. Communication Do’s & Don’ts Tips p7
S Compliance Do’s
Insights2improvement.com
Dominance Do’s
Clear, specific, to the point
Be prepared, stay on task
Focus on results/outcomes
Dominance Don’ts
Ramble & waste time
Focus on personal stuff
Force into a “losing” argument
D Influence Do’s
Relate and socialize
Discuss people and their goals
Compliment and ask for opinion
Influence Don’ts
Cut-off or be “cold”
Talk down to them
Be too task oriented
I
Steadiness Do’s
Connect personally, break ice
Be sincere with interest
Patient with discussing ideas
Steadiness Don’ts
Rush (into business)
Focus on changing or quick response
Interrupt as they speak-listen
C
Prepare and have the facts/data
Be logical and stick to agenda
Discuss all options
Compliance Don’ts
Be disorganized
Force a quick decision on anything
Be try to win them with warmth
52. GROUP MEMBER CAPABILITIES
• Know one's intentions and choose
congruent behaviors.
• Set aside unproductive patterns of listening,
responding and inquiring.
• Know when to self-assert and when to
integrate.
• Know and support the group’s purposes,
processes, topics, and development.
53. lead collaborate teaching practices deprivatized practice
relational trust in one another, in students and in parents
individual and group learning based on ongoing assessment
and feedback compelling purpose, shared standards
academic Focus collective efficacy shared responsibility for
student learning collaborative culture communal
application of effective teaching practices deprivatized
practice relational trust in one another, in students and in
parents individual and group learning based on ongoing
assessment and feedback lead collaborate compelling
purpose, shared standards academic focus collective
efficacy shared responsibility for student learning
collaborative culture communal FACILITATE application
of effective teaching practices deprivatized practice
relational trust in one another, in students and in parents
individual and group learning based on ongoing assessment
and feedback lead collaborate compelling purpose, shared
standards academic focus collective efficacy
54. Are you making things easier?
To facilitate means “make easier.” A facilitator is
one who conducts a meeting in which the purpose
may be dialogue, shared decision-making, planning,
or problem-solving. The facilitator directs the
procedures to be used in the meeting,
choreographs the energy within the group, and
maintains a focus on meeting standards. The
facilitator should rarely be the person in the
group with the greatest role or knowledge
authority.
62. 62
Questions
Examples
What are some ideas we haven’t heard yet?
Can you help me understand your thinking?
Given your experience in inquiry, what might be some of your assumptions about
Why this is not working?
You know, I need to test an inference here. . . I am seeing some head shaking.
Are you in disagreement?
How might we identify our assumptions on this?
I’m curious about what we have not achieved with the current structure?
65. So, do you feel you will be
making things easier?
A facilitator is one who conducts a
meeting in which the purpose may be
dialogue, shared decision-making,
planning, or problem-solving. The
facilitator directs the procedures to be
used in the meeting, choreographs the
energy within the group, and maintains a
focus on meeting standards.
66. A Toolkit
● Norms
● The Why and How of meetings
● Processes and Protocols
Editor's Notes
Bec
Confidence Continuum
Signs showing confidence and confusion, fun words like “got it!” And “huh?” , or “fairly confident” “not at all confident”. Pose your question to delve into their understanding to knowledge and they write down first (If you can) where they think they are. Then they go stand there and they can fold and discuss, or talk to a neighbor, etc. I usually ask several questions and end with something light hearted that will make them relax and laugh a bit. Such as “how much you like mangos” or “how to find the shortest route from work to your favorite shop” etc. Then our question for the day
Bec
exploratory/tentative language
“What might be your thoughts about . . .?” “What are some of the possibilities . . .?” “What are your hunches about . . .?
positive presuppositions
“As you examine the data, what are some of the similarities and
differences that are emerging?”
“What might be your indicators that you are successful?”
open ended
Begin your question with an interrogative, not a verb.
“What is your thinking about . . .?” vs. “Have you thought about . . .?”
Examples
What are some ideas we haven’t heard yet?
Can you help me understand your thinking?
Given your experience in inquiry, what might be some of your assumptions about
Why this is not working?
You know, I need to test an inference here. . . I am seeing some head shaking.
Are you in disagreement?
How might we identify our assumptions on this?
I’m curious about what we have not achieved with the current structure?