The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
CODAPartners provides organizational and leadership development solutions such as leadership training, team development, and executive coaching. Their services are tailored to each client's unique needs and can include stand-alone events or be part of long-term skills development programs. They use a model called the Leader's Point of View that focuses on leadership self-awareness, industry best practices, and direction. Representative clients include furniture, legal, science, and education organizations.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
1. High performing groups have clear goals and a shared vision, cooperative problem solving, and meaningful projects. They value shared ownership and collective achievement over individual goals.
2. Successful teams have trusting relationships and effective communication. Leaders act as role models, hire talented members, and provide resources and training. The group supports exploration, learning, and risk-taking.
3. Teams progress through stages of forming, storming, norming, performing, and adjourning. Leaders adapt their style from directing to delegating based on the stage. Building cohesion and allowing early successes helps the group transition through challenges to high performance.
This document provides information about a 3-day leadership training conference titled "Leadership in Times of Change: Using Communication and Creativity to Engage High-Performing Teams". The conference will focus on refining interpersonal communication, engaging employees, and using innovation and creativity. It will take place from March 29-31, 2010 in Arlington, VA and offers up to 18 CPE credits. Attendees will learn skills like communicating vision, fostering collaboration, leading change, and developing a creative culture. The training is intended for C-level executives, presidents, vice presidents, directors and managers.
Group Partners is a consulting firm that aims to change how businesses think and work through a philosophy called Structured Visual Thinking (SVT). SVT brings visualization to complex issues in a way that helps everyone understand. It involves structuring discussions and taking time for quality thinking. Group Partners applies SVT through workshops that are interactive and inclusive. They use a framework called 4D that involves discovery, development, decision, and deployment stages to structure conversations and gain insights.
The conference programme document summarizes the agenda for an upcoming conference on business psychology. It includes:
1) Four parallel streams covering various topics in psychology and business such as organizational change, new assessment tools, and developing distinctiveness.
2) A schedule of sessions from Thursday to Friday with topics like leadership development, effective communication, and strengths-based selection.
3) A keynote address and workshop on Thursday evening about business psychology opportunities.
4) The conference runs from May 6-8 at a hotel and ends at midday on Saturday.
The document discusses an organization that partners with clients to develop solutions that drive measurable performance improvement. Their approach is based on three principles: context is important, engagement is key, and people are not passive recipients of information like sheep. They draw on expertise to build customized solutions addressing areas like sales, leadership, and performance. Services include content solutions, custom programs, and facilitation/coaching. Content solutions cover selling skills, negotiations, presentations and more, tailored to each client's needs.
CODAPartners provides organizational and leadership development solutions such as leadership training, team development, and executive coaching. Their services are tailored to each client's unique needs and can include stand-alone events or be part of long-term skills development programs. They use a model called the Leader's Point of View that focuses on leadership self-awareness, industry best practices, and direction. Representative clients include furniture, legal, science, and education organizations.
The document discusses a methodology created by Cultivate Talent to help leaders effectively manage change and transition. The methodology focuses on five core areas of leadership: clarity, environment, progression, leading, and relationships. It provides leaders with simple tools to establish clear direction, set the right tone, continuously innovate, and improve relationships within their teams. The goal is to enable leaders at all levels to operate within a single framework and address key questions around engaging employees and aligning activities with organizational strategy.
1. High performing groups have clear goals and a shared vision, cooperative problem solving, and meaningful projects. They value shared ownership and collective achievement over individual goals.
2. Successful teams have trusting relationships and effective communication. Leaders act as role models, hire talented members, and provide resources and training. The group supports exploration, learning, and risk-taking.
3. Teams progress through stages of forming, storming, norming, performing, and adjourning. Leaders adapt their style from directing to delegating based on the stage. Building cohesion and allowing early successes helps the group transition through challenges to high performance.
This document provides information about a 3-day leadership training conference titled "Leadership in Times of Change: Using Communication and Creativity to Engage High-Performing Teams". The conference will focus on refining interpersonal communication, engaging employees, and using innovation and creativity. It will take place from March 29-31, 2010 in Arlington, VA and offers up to 18 CPE credits. Attendees will learn skills like communicating vision, fostering collaboration, leading change, and developing a creative culture. The training is intended for C-level executives, presidents, vice presidents, directors and managers.
Group Partners is a consulting firm that aims to change how businesses think and work through a philosophy called Structured Visual Thinking (SVT). SVT brings visualization to complex issues in a way that helps everyone understand. It involves structuring discussions and taking time for quality thinking. Group Partners applies SVT through workshops that are interactive and inclusive. They use a framework called 4D that involves discovery, development, decision, and deployment stages to structure conversations and gain insights.
The conference programme document summarizes the agenda for an upcoming conference on business psychology. It includes:
1) Four parallel streams covering various topics in psychology and business such as organizational change, new assessment tools, and developing distinctiveness.
2) A schedule of sessions from Thursday to Friday with topics like leadership development, effective communication, and strengths-based selection.
3) A keynote address and workshop on Thursday evening about business psychology opportunities.
4) The conference runs from May 6-8 at a hotel and ends at midday on Saturday.
This document provides an overview of leadership development programs offered by Hamilton Davenport Partners. The programs are delivered through workshops ranging from 1-2 days and cover topics such as personal influence, team leadership, strategic communication, inspiring change, coaching, creative thinking, and innovation. The workshops utilize experiential learning techniques and are designed to provide tangible skills and insights that can be immediately applied on the job. Hamilton Davenport takes a holistic approach to leadership development, with the goal of positively impacting both individual and organizational performance over the long-term.
The Navigator Institute provides an 18-month training program to develop leaders into "Navigators" who can create alignment and change within organizations. The program teaches skills like personal development, leadership, relationships, conflict resolution, and group alignment. Upon completion, participants who master the skills will be certified as Navigators and able to mobilize others to achieve greater results. The training uses modules, coaching, and practice to overcome barriers and learn how to transform complex systems.
Presentation by Mario Derba at Ambrosetti Human Resources WorkhopMario Derba
The document discusses motivating and developing human resources at a global company. It summarizes the speaker's 25 years of international IT sales and services experience, including roles at Microsoft since 2005 as EPG Lead for Italy, Italy Managing Director, and Western Europe Senior Director. The company values integrity, passion for customers and technology, openness and respect. It has grown from 84,000 employees in 1988 to over 100,000 today. The document outlines a performance leadership approach using an influence model to shift mindsets and behaviors through role modeling, developing skills, accountability, and formal reinforcement mechanisms. It promotes tools for career development planning and management excellence.
The relationship between a manager and an employee can make for a great work environment. A manager that uses recognition and gratitude can help an employee become more confident, increase social value, and is more likely to help others. Recognition and relationships help build a culture that is collaborative, problem-solving, and cohesive.
This document provides an overview of a workshop that teaches employees skills for managing emotions and resolving conflicts at work. The workshop contains two modules: the first addresses identifying and managing strong emotions, and provides techniques for addressing emotions to stay productive; the second module provides a process for resolving conflicts with peers in a constructive manner to build relationships while finding neutral solutions. The overall goal is to help employees successfully handle the emotionally complex situations that are common in today's workplace.
The document discusses growing people in organizations. It notes that informal learning accounts for 80% of job knowledge but is not well supported by training functions. It also emphasizes that planting the seed of learning through training does not guarantee the fruit of changed performance, as learning is a three phase process involving needs assessment, the learning event, and reinforcement. The best growth occurs when organizations support informal learning, conversations, decision making, and individual development plans.
The document discusses different types of teams and leadership approaches needed for teams to be effective, noting that teams are most successful when they have clear objectives, communication, membership criteria, defined roles and accountability, and leadership approach tailored to the task. While not every challenge requires a full team, understanding when to utilize discussion groups, single-leader units, or real teams can impact an organization's chances of success. Senior leaders play a key role in embracing strategic teaming and spreading these behaviors throughout an organization.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
The document discusses how to shape SharePoint project teams for success by focusing on business value, building relationships, removing barriers, tapping into energy, seeking feedback, and modeling good behavior. Specifically, it emphasizes delivering business value over technology, accountability, trust, respect, communication, collaboration, problem-solving, purpose, change, and leadership through example. The overall goal is to work with teams to deliver lasting value by helping them take ownership and providing guidance on various SharePoint-related areas.
What does it take to be a transformational leader in the ever changing, increasingly dynamic, global business world we currently operate in?
Are there certain 'intelligences' we should be looking to grow and develop for our business-leaders of tomorrow?
This document discusses developing leadership pipelines within companies. It outlines a 4 step process: [1] Identify leadership traits needed for positions; [2] Break traits into specific behaviors; [3] Assess candidates against traits and behaviors; [4] Onboard selected candidates with training and coaching. Developing internal leaders has benefits like increased retention, dedication and familiarity with company culture. HR needs to know how to identify traits, assess potential, and create development programs to cultivate the right leaders from within.
The document discusses coaching Scrum teams and provides guidance on building effective teams. It covers why teams are important, challenges in forming teams, and how to overcome those challenges. The presentation also explores concepts in team development like Tuckman's stages of forming, storming, norming, and performing. Specific techniques are presented, such as team awareness exercises, the 5D model for appreciative inquiry, and a market of skills exercise to help teams understand their strengths.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
The document discusses how to help project teams become unstuck. It provides an overview of Tom Sheives, an executive director at True Solutions Inc., who works part-time as a faculty member at The University of Texas at Dallas. The document discusses what makes a project team stuck or unstuck, and identifies five barriers - lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results - that must be overcome to become an unstuck team. It provides examples of activities that can help teams address these barriers and become unstuck, such as conducting personality and team assessments, workshops, and working with a team coach.
Managing conflict in cross functional and virtual teams. power pointah188668
This document discusses managing conflict in cross-functional and virtual teams. It defines cross-functional teams as groups with complementary skills working toward a common goal, and virtual teams as geographically dispersed groups that use technology to accomplish tasks. Managing conflict is important for team performance. Sources of conflict include differences in space, time, culture and organization between virtual team members. Providing a shared understanding, structured coaching and feedback can help virtual teams succeed. Temporal coordination mechanisms can weaken the negative effects of avoidance behavior on team performance.
The document describes 12 corporate training programs conducted by Positive Revolution. The programs cover topics such as presentation skills, business networking, change management, creativity and innovation, customer service, team building, leadership, communication, negotiation, sales, stress management, and employeepreneurship. Each program description includes the topics covered, who the program is ideal for, and the modules or content included in the training.
This document provides information about leadership workshops offered by Mateffy and Company, including workshop descriptions, topics covered, intended audiences, and client testimonials. A variety of 1-day workshops are described that focus on skills like communication, change management, coaching, leadership, and empowerment. The workshops are customized for each client organization and include interactive exercises and case studies. Clients commented that the workshops were informative, practical, and helped improve skills.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
This document provides an overview of leadership development programs offered by Hamilton Davenport Partners. The programs are delivered through workshops ranging from 1-2 days and cover topics such as personal influence, team leadership, strategic communication, inspiring change, coaching, creative thinking, and innovation. The workshops utilize experiential learning techniques and are designed to provide tangible skills and insights that can be immediately applied on the job. Hamilton Davenport takes a holistic approach to leadership development, with the goal of positively impacting both individual and organizational performance over the long-term.
The Navigator Institute provides an 18-month training program to develop leaders into "Navigators" who can create alignment and change within organizations. The program teaches skills like personal development, leadership, relationships, conflict resolution, and group alignment. Upon completion, participants who master the skills will be certified as Navigators and able to mobilize others to achieve greater results. The training uses modules, coaching, and practice to overcome barriers and learn how to transform complex systems.
Presentation by Mario Derba at Ambrosetti Human Resources WorkhopMario Derba
The document discusses motivating and developing human resources at a global company. It summarizes the speaker's 25 years of international IT sales and services experience, including roles at Microsoft since 2005 as EPG Lead for Italy, Italy Managing Director, and Western Europe Senior Director. The company values integrity, passion for customers and technology, openness and respect. It has grown from 84,000 employees in 1988 to over 100,000 today. The document outlines a performance leadership approach using an influence model to shift mindsets and behaviors through role modeling, developing skills, accountability, and formal reinforcement mechanisms. It promotes tools for career development planning and management excellence.
The relationship between a manager and an employee can make for a great work environment. A manager that uses recognition and gratitude can help an employee become more confident, increase social value, and is more likely to help others. Recognition and relationships help build a culture that is collaborative, problem-solving, and cohesive.
This document provides an overview of a workshop that teaches employees skills for managing emotions and resolving conflicts at work. The workshop contains two modules: the first addresses identifying and managing strong emotions, and provides techniques for addressing emotions to stay productive; the second module provides a process for resolving conflicts with peers in a constructive manner to build relationships while finding neutral solutions. The overall goal is to help employees successfully handle the emotionally complex situations that are common in today's workplace.
The document discusses growing people in organizations. It notes that informal learning accounts for 80% of job knowledge but is not well supported by training functions. It also emphasizes that planting the seed of learning through training does not guarantee the fruit of changed performance, as learning is a three phase process involving needs assessment, the learning event, and reinforcement. The best growth occurs when organizations support informal learning, conversations, decision making, and individual development plans.
The document discusses different types of teams and leadership approaches needed for teams to be effective, noting that teams are most successful when they have clear objectives, communication, membership criteria, defined roles and accountability, and leadership approach tailored to the task. While not every challenge requires a full team, understanding when to utilize discussion groups, single-leader units, or real teams can impact an organization's chances of success. Senior leaders play a key role in embracing strategic teaming and spreading these behaviors throughout an organization.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
The document discusses a leadership development program that uses online self-directed learning and personal coaching. It aims to develop sustainable high-performance work teams by providing managers and leaders with the skills they need through 42 online modules on the latest leadership skills from experts. Participants receive feedback and determine areas to focus on. They study relevant modules and meet regularly with a coach. The coaching process uses different tools depending on the level and type of change needed, with support also provided through further reading, online discussions and group sessions.
Leading the Virtual Workforce - Group Cohesion & Indvidual CommitmentPatrick Zientara
The document discusses the challenges of leading virtual teams where employees work remotely in different locations. It notes that while technology enables remote work, building trust and effective communication is difficult without face-to-face interaction. Surveys found that while executives see boundary-spanning as important for leadership, most feel ineffective at it. Leading virtual teams requires mastering traditional leadership skills as well as techniques for spanning distances. The framework emphasizes building group cohesion and individual commitment by supporting autonomy, relatedness, and competence.
The document discusses how to shape SharePoint project teams for success by focusing on business value, building relationships, removing barriers, tapping into energy, seeking feedback, and modeling good behavior. Specifically, it emphasizes delivering business value over technology, accountability, trust, respect, communication, collaboration, problem-solving, purpose, change, and leadership through example. The overall goal is to work with teams to deliver lasting value by helping them take ownership and providing guidance on various SharePoint-related areas.
What does it take to be a transformational leader in the ever changing, increasingly dynamic, global business world we currently operate in?
Are there certain 'intelligences' we should be looking to grow and develop for our business-leaders of tomorrow?
This document discusses developing leadership pipelines within companies. It outlines a 4 step process: [1] Identify leadership traits needed for positions; [2] Break traits into specific behaviors; [3] Assess candidates against traits and behaviors; [4] Onboard selected candidates with training and coaching. Developing internal leaders has benefits like increased retention, dedication and familiarity with company culture. HR needs to know how to identify traits, assess potential, and create development programs to cultivate the right leaders from within.
The document discusses coaching Scrum teams and provides guidance on building effective teams. It covers why teams are important, challenges in forming teams, and how to overcome those challenges. The presentation also explores concepts in team development like Tuckman's stages of forming, storming, norming, and performing. Specific techniques are presented, such as team awareness exercises, the 5D model for appreciative inquiry, and a market of skills exercise to help teams understand their strengths.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
The document discusses how to help project teams become unstuck. It provides an overview of Tom Sheives, an executive director at True Solutions Inc., who works part-time as a faculty member at The University of Texas at Dallas. The document discusses what makes a project team stuck or unstuck, and identifies five barriers - lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results - that must be overcome to become an unstuck team. It provides examples of activities that can help teams address these barriers and become unstuck, such as conducting personality and team assessments, workshops, and working with a team coach.
Managing conflict in cross functional and virtual teams. power pointah188668
This document discusses managing conflict in cross-functional and virtual teams. It defines cross-functional teams as groups with complementary skills working toward a common goal, and virtual teams as geographically dispersed groups that use technology to accomplish tasks. Managing conflict is important for team performance. Sources of conflict include differences in space, time, culture and organization between virtual team members. Providing a shared understanding, structured coaching and feedback can help virtual teams succeed. Temporal coordination mechanisms can weaken the negative effects of avoidance behavior on team performance.
The document describes 12 corporate training programs conducted by Positive Revolution. The programs cover topics such as presentation skills, business networking, change management, creativity and innovation, customer service, team building, leadership, communication, negotiation, sales, stress management, and employeepreneurship. Each program description includes the topics covered, who the program is ideal for, and the modules or content included in the training.
This document provides information about leadership workshops offered by Mateffy and Company, including workshop descriptions, topics covered, intended audiences, and client testimonials. A variety of 1-day workshops are described that focus on skills like communication, change management, coaching, leadership, and empowerment. The workshops are customized for each client organization and include interactive exercises and case studies. Clients commented that the workshops were informative, practical, and helped improve skills.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Dr. Greg Stewart is Vice President for Profiles International's Enterprise Solutions Sales Division. He is an experienced human capital expert with over 15 years in management and human resources. Dr. Stewart holds a BA in Organizational Leadership and a PhD in Counseling. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management and leadership.
What You Will learn:
The effect that Emotional Intelligence has on leadership and job success.
How emotions in the workplace directly correlate with job satisfaction and how emotional intelligence impacts the role of leadership.
Aidan's personality style is identified as a Director. Directors are natural leaders who focus on completing goals and motivating others through their enthusiasm, people skills, and self-confidence. They prefer focusing on the big picture rather than details. Directors thrive in environments with challenges, social interaction, and the ability to influence others and direct tasks. They are motivated by praise, authority, and non-routine activities.
Leadership coaching for performance & developmentBomi Manekshaw
Executive coaching can help bridge the gap between what leaders learn and what they actually apply on the job. Coaches provide ongoing advice, support, and accountability to help ensure leaders implement changes, rather than slipping back into old habits. While leadership programs aim to increase understanding, they often fail to impact behavior due to leaders' heavy workloads. Coaching addresses this by working with leaders over time. Most large companies now use both internal and external coaching to develop leaders in a cost-effective way and build internal coaching expertise, while also gaining outside perspectives.
Branding projects: Creating identity & ownership your team can get behindAlison Sigmon, M.Ed., PMP
Branding does not rest solely with a company. Brand offers unique value that people can get excited about and get behind. A project with a branded identity creates clarity and ownership among stakeholders. Get some tips for creating a compelling project brand that will rally teams for even the less popular projects.
PositiveShift International is a leadership development company based in London and Hyderabad. The document provides an overview of the company's mission, values, programs, team, and approach. PositiveShift believes that everyone has a leader within and their goal is to help clients discover and develop this inner leader through experiential learning programs. They take a holistic approach focused on personal discovery, teamwork, and follow-up support to facilitate lasting behavioral change.
Protocol was founded by Dr. R. Venkatesh and Mrs. Kauser Khan to be a premier confidence building center. It offers executive coaching, managerial training, and other programs to develop skills like communication, etiquette, and poise. Protocol customizes training programs to address client needs and improve business outcomes. It has trained professionals from many organizations and received positive feedback on its engaging style and incorporation of client input.
The document provides an overview of talent optimization strategies at a company. It discusses attracting, engaging, and developing key talent at all levels through out-of-the-box strategies and best practices. This includes ensuring the advancement of multicultural talent as well as new and seasoned employees through succession planning. The document also discusses maximizing productivity and business impact through diversity and inclusion practices embedded throughout the talent management process, from hiring and selection to engagement and development. Metrics are outlined to measure the impact of these talent optimization efforts.
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Harnessing the power of Project ManagementWes Balakian
The document discusses harnessing the power of project management. It discusses how project management can help organizations move from being flat to extraordinary, cost centers to profit centers, over-staffed to lean, and over-budget to cost effective. It also discusses how project management can help organizations improve business results, maximize profitability, increase productivity without capital investment, expand human capital effectiveness, and excel at customer satisfaction. Additionally, it discusses how project management can help solve the four biggest problems plaguing CEOs which are failing to deliver on time, not enough sales, failing to hire and retain talent, and failing to manage change.
Emotional Intelligence : Leadership Prescription for Tough TimesHay Group India
Emotional intelligence has remained a relevant leadership concept despite initial skepticism, as its core qualities help leaders address fundamental challenges in today's changing business environment. These challenges include leaner organizations requiring influence over direct authority, a diverse multigenerational workforce with different expectations, and an evolving collaborative leadership role. Emotionally intelligent leaders listen actively, engage and motivate diverse teams, and inspire trust especially during economic uncertainty. Research shows these leadership behaviors deliver results by modifying brain chemistry and narrowing the performance gap between leaders who do and do not demonstrate emotional intelligence.
The document discusses leadership and provides information on several leadership topics in 4 sections. Section 1 compares leadership to management, noting leaders seek vision and long-term goals while managers focus on stability and short-term objectives. Section 2 discusses values-driven leadership and the importance of organizational culture. Section 3 explains the importance of asking the "right questions" as a systems thinker. Section 4 presents the "Start, Stop, Keep" model for assessment and planning improvement actions.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
Elementz is an HR and OD consulting firm established in 2006 that partners with clients to help unlock their human potential. They have 6 trainers and 3 OD consultants working with over 60 companies. Elementz focuses on holistic organization development including people, processes, and design. They deliver training programs and interventions in areas like leadership development, competency frameworks, culture change and more. Elementz aims to help organizations unleash the hidden potential in their people and systems.
This document provides an overview of training courses offered by Jane Hirst to help individuals and teams develop their skills. The courses aim to be participative, interactive and fun while helping participants practice and retain skills for workplace application. Courses include topics such as leadership, change management, customer service, team performance, facilitation, and more. The training is tailored to meet specific organizational needs and can range from half-day to multi-day sessions.
Magnum opus for Blessing White & HR Anexi HR Anexi
BlessingWhite Global Consulting has created a Leadership Magnum Opus over the last 4 decades. HR Anexi, a BlessingWhite partner, presents to you The Leadership Catalogue along with the open program ‘Training Calendar’ for the year 2013. This is your special opportunity to create your very own Magnum Opus!
All details are present in the catalogue. Kindly get in touch with the mentioned contact for further details.
Similar to ODNC_SheppardMoscow Slides from Getting Unstuck: Conversations to Impact the Core Business (20)
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
2. Objectives
Engage each other to:
● Name key strategic challenges
● Identify and explore underlying issues that cause us to get
stuck with these challenges
● Begin to create agenda for action for ourselves
3
Why this topic now
Need to attend to relationships and results greater than ever
● Times are tight ...
● Our work is more needed than ever ...
● Yet we can seem rather marginal to core business change
4
2
3. Conversation
Find Two Other People:
● What challenges are you experiencing in having
conversations that impact the core business?
● What’s the underlying issue(s)?
5
Our hypothesis
Knowledge
Identity
& Skills
Relationships
6
3
4. The questions …
Identity
Relationships
Knowledge
• How do we • What’s crucial • What are the
tighten up our in our new
professional relationships knowledge
offer and with bases and
identity so that executives; skills we need
organizational how do we to include in
impact as well have a our continuing
as human different professional
development conversation development?
are assured? with them?
7
And the thorny issues …
Identity
Relationships
Knowledge
• Do we have to let • Do we have to • Should we change
go of development take the risk of the focus of our
activities that don’t challenging education and
have clear line of executives on a professional
sight to the regular basis, offer development? Do
business – though more ambitious we have to have
the commitment to and more realistic something
human approaches to substantive to
development is change, and run contribute to
core to many of our the very real risk of business strategy
identities? Eg in being rejected or beyond processes?
our leadership even ejected? Eg in Eg in our market
development our diagnoses … positioning …
programs …
8
4
5. Deepen our conversation
Form conversation groups of 4 or 5
On a piece of flipchart paper:
● What was evoked/provoked for you?
● What’s meaningful in what you heard?
● What are you feeling called to do?
9
Synthesize our conversation
Join with 2 other conversation groups
● What’s the breakthrough we need?
10
5
6. Top 4 Practitioner Challenges
● Manage and lead culture change
● Results oriented employee engagement
● Achieve more with less
● Achieve strategic alignment across team/functions
11
6