The document discusses the importance of effective transitioning for incoming student organization officers. It recommends developing long-term transition plans, sharing advice between outgoing and incoming officers, and creating a timeline of transition activities. Suggested transition methods include one-on-one meetings, group meetings, and written documentation. The goal is to maintain organizational consistency and improvement by fully preparing new officers.
This document outlines various person-centered tools and approaches used at Parkview Day Service. It discusses their use of 4+1 questions for problem solving, person-centered reviews, and positive and productive meetings. It also covers the development of person-centered teams and next steps around continuing to implement these approaches.
October Ivins has worked in various library and information science roles since 1985, including positions at UNC Chapel Hill Library, LSU Baton Rouge Library, and UT Austin. She has been involved with professional organizations like ALA, NASIG, and SSP since 1981. As an independent consultant since 2001, Ivins mentors others on career development topics such as getting the most out of conferences, choosing positions, supervisor and coworker issues, and professional associations. Her document provides advice on training opportunities, managing staff, getting referrals, and preparing for phone interviews.
This document discusses mentoring at the American Society of Civil Engineers (ASCE). It provides details about the pilot mentoring program launched in 2014 and the full program launched in 2015. Key points include pairing mentees and mentors, providing training and guidelines, and collecting feedback. The program aimed to facilitate a culture shift at ASCE to emphasize core values like trust, teamwork and excellence. Lessons learned include ensuring mentors and mentees are a good match and maintaining expectations. The author provides their own experience being paired as a mentor and mentee.
The Mentorship Program at T&F was created in 2010 based on employee feedback requesting guidance and support from experienced employees. The program is informal with 1:1 mentoring relationships lasting 6-12 months between employees in different divisions. Over 70 matches have been made in 5 years with only 2 not working out. Benefits include 20% of participants being promoted, 10% transferring, and under 5% turnover. The program increased employee engagement and led to improved productivity and cost savings.
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
This document discusses various types of meetings and how to run them effectively. It describes problem-solving, informational, and brainstorming meetings. Bad meetings are caused by people being unprepared or late, one person dominating, or lack of clear objectives. Good meetings treat the meeting as important work, have a clear agenda sent in advance, assign preparation and action items, and evaluate effectiveness. Time management tips include starting and ending on time, reviewing the agenda ahead of time, and only asking relevant questions. Meeting evaluation and providing feedback on decisions is important for improvement.
Effective meetings are essential to successful project management, helping to energize and connect the team. Unfortunately, too many project meetings are a waste of time!
The document discusses the importance of effective transitioning for incoming student organization officers. It recommends developing long-term transition plans, sharing advice between outgoing and incoming officers, and creating a timeline of transition activities. Suggested transition methods include one-on-one meetings, group meetings, and written documentation. The goal is to maintain organizational consistency and improvement by fully preparing new officers.
This document outlines various person-centered tools and approaches used at Parkview Day Service. It discusses their use of 4+1 questions for problem solving, person-centered reviews, and positive and productive meetings. It also covers the development of person-centered teams and next steps around continuing to implement these approaches.
October Ivins has worked in various library and information science roles since 1985, including positions at UNC Chapel Hill Library, LSU Baton Rouge Library, and UT Austin. She has been involved with professional organizations like ALA, NASIG, and SSP since 1981. As an independent consultant since 2001, Ivins mentors others on career development topics such as getting the most out of conferences, choosing positions, supervisor and coworker issues, and professional associations. Her document provides advice on training opportunities, managing staff, getting referrals, and preparing for phone interviews.
This document discusses mentoring at the American Society of Civil Engineers (ASCE). It provides details about the pilot mentoring program launched in 2014 and the full program launched in 2015. Key points include pairing mentees and mentors, providing training and guidelines, and collecting feedback. The program aimed to facilitate a culture shift at ASCE to emphasize core values like trust, teamwork and excellence. Lessons learned include ensuring mentors and mentees are a good match and maintaining expectations. The author provides their own experience being paired as a mentor and mentee.
The Mentorship Program at T&F was created in 2010 based on employee feedback requesting guidance and support from experienced employees. The program is informal with 1:1 mentoring relationships lasting 6-12 months between employees in different divisions. Over 70 matches have been made in 5 years with only 2 not working out. Benefits include 20% of participants being promoted, 10% transferring, and under 5% turnover. The program increased employee engagement and led to improved productivity and cost savings.
Effective meeting skills presentation by Dr. Salma KannaniDr Ghaiath Hussein
A presentation by Dr. Salma Kannani on effective meeting skills for the staff of the Department of health Policy, Planning and Research at the Federal Ministry of health in Sudan
This document discusses various types of meetings and how to run them effectively. It describes problem-solving, informational, and brainstorming meetings. Bad meetings are caused by people being unprepared or late, one person dominating, or lack of clear objectives. Good meetings treat the meeting as important work, have a clear agenda sent in advance, assign preparation and action items, and evaluate effectiveness. Time management tips include starting and ending on time, reviewing the agenda ahead of time, and only asking relevant questions. Meeting evaluation and providing feedback on decisions is important for improvement.
Effective meetings are essential to successful project management, helping to energize and connect the team. Unfortunately, too many project meetings are a waste of time!
I felt it was about time to deliver a quick introduction to how meeting should be run and why it's important.
Use it as a checklist and optimise your daily routines and time! #worksmarter
This document outlines a leadership development pipeline with three levels: lead self, lead others, and lead leaders.
The lead self level focuses on developing individual ministry basics, time management, technical proficiency, and values. The lead others level involves teaching, delegating, coaching direct reports, and team leadership.
The lead leaders level is about choosing good leaders, developing managers, strategic planning, and holding level 1 leaders accountable. It also discusses shifting skills, time, and values as leaders progress through each level.
This document provides tips for obtaining strong recommendation letters. It discusses the purpose of recommendation letters in highlighting a student's character traits and abilities. A great recommendation letter will show how the writer knows the student well and provide specific examples and details about the student's skills, potential, and goals. Students should ask for letters from teachers they engaged with intellectually in junior or senior year courses. They should ask early, provide reminders and context to the writers, and follow up before deadlines. Thank you notes should also be sent after a college decision is made.
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
2012 asae cr virtual round table assisting components with better board meetingsTrevor S. Mitchell, CAE
This document provides guidance on how to improve board meetings and the responsibilities of board members. It outlines four keys to a successful board: collaboration, consensus, transparency, and communication. It then lists challenges boards may face and recommendations for making meetings more meaningful and productive, such as setting expectations, having education/training, using an agenda, and giving the facilitator authority. The responsibilities of board members are also covered, such as attending all meetings, being prepared to make decisions, and supporting decisions once made. Overall, the document aims to assist components in having better run and more effective board meetings.
This document provides guidance for schools implementing the Naviance college and career readiness platform. It recommends developing a multi-year action plan, getting key administrators involved, and targeting different grade levels each year. The plan should include required ("Must Do") activities like surveys and college visits, as well as optional ("Like To") activities. Schools should use reports and community resources to promote Naviance to students, parents, counselors, and administrators. The goal is to introduce Naviance gradually over time rather than trying to do everything in the first year.
The document provides information on how to effectively plan and conduct meetings. It discusses characteristics of negative meetings such as drifting off topic, lack of preparation, and lack of participation. It also outlines what people look for in effective meetings, such as allowing participation, defining the purpose, and assigning follow up actions. The document provides tips for meeting preparation, conduct, and dealing with disruptive behaviors. It emphasizes starting and ending on time, keeping to the agenda, and having fun.
This document discusses how to run effective meetings. It notes that meetings are important for developing interpersonal, leadership, teamwork and communication skills. It recommends following the 4 P's, having clear roles and responsibilities, starting and ending meetings on time, and having someone in charge. An agenda is crucial and should be circulated in advance to provide structure, define decisions, and plan for an effective outcome. Meeting minutes should confirm decisions, record actions and responsibilities, and provide timelines and history for absentees. Basic rules should establish who can speak, whether and how much arguing is allowed, and what is and isn't permitted. Participants can help by arriving on time, being prepared, listening, and contributing appropriately.
This document outlines ideas for strengthening a school leadership team. It discusses developing a leadership team goal of inspiring and supporting the community to realize the school's vision. It suggests the team focus on readings related to leadership and student development. The document also recommends ways for leaders to increase their visibility, such as modeling lessons and providing teacher feedback. Goals for individual leaders are proposed as a way to focus efforts on improving student outcomes through high-quality instructional leadership.
Tap into the Power of Training and Set your Volunteers up to Succeed!VolunteerMatch
Are you preparing your volunteers for success, or leaving them to figure things out on their own? This session will explore best practices for adult education, and the need to develop a curriculum that meets the learning needs for new volunteers as well as supports ongoing learning for existing volunteers. In this engaging session we’ll practice effective and creative training delivery methods. Attendees will leave with a sample curriculum and a plan to evaluate their current volunteer training.
Advisors and counselors play an important role in helping college students succeed by advising them on course selection, monitoring their academic progress, helping them choose a suitable major and career path, recommending academic resources when needed, and ensuring students have their questions and concerns addressed. Their goal is to guide students to graduation and a bright future by supporting them throughout each semester of study.
This document summarizes the key responsibilities and roles of a supervisor. It discusses that supervision is a relationship and environment that must be fostered, not just an administrative function. It then lists the various activities supervisors are responsible for, including recruiting, selecting, training, evaluating, coaching, delegating, supporting, motivating, celebrating, teaching, informing, engaging staff in professional development activities, running meetings, one-on-ones, and potentially terminating employees. It also notes that supervisors should provide feedback, solicit feedback, check in regularly with supervisees, prepare staff, share context, foster relationships, set expectations, and have difficult conversations when needed. The document emphasizes that supervisors play a key role in the success
This document provides information about a Diploma in Management NVQ qualification offered to employees at the University of Westminster. The qualification is designed to provide a more in-depth understanding of employees' roles and improve performance. It involves interactive workshops, work-based assessments, and takes 12-15 months to complete. The qualification benefits both employees through enhanced skills and engagement, and the University through improved performance. Various levels are available for supervisors, managers, and senior managers.
The document discusses meetings and how to make them more effective. It provides tips on different meeting types, the five stages of meetings, ingredients for effective meetings, facilitating meetings, and assessing meetings. Key points include that meetings should have a clear purpose and objective, the right people should attend, and following up after meetings is important for accountability and improvement. It also includes a meeting audit questionnaire template to help evaluate meetings.
This document provides guidance on conducting productive meetings. It discusses planning a meeting by selecting participants, location, developing an agenda, and informing attendees. It also covers opening a meeting, handling the discussion, and concluding. Meeting types include information-giving, information-taking, and problem-solving. Qualities of good meeting leaders are listed as well as techniques for leading productive discussions. Evaluation of the meeting can come from the leader, an observer, or participants.
This document provides guidance on running effective meetings. It notes that 37% of employee time is spent in meetings and lists common meeting problems like lack of agendas and participant disengagement. The key aspects of effective meetings are ensuring the meeting is necessary, having a prepared facilitator, establishing rules, creating agendas, addressing issues like tardiness, using engagement tools, and regularly reviewing meeting effectiveness. The facilitator's role is to manage the agenda, objectives, participation, and follow-ups to make meetings worthwhile.
The document discusses a meeting on presenting skills. It includes a list of 6 presenters by name and age. It then covers various topics about meetings and presentations including the purpose of meetings, structure of meetings, qualities of effective speaking such as being resourceful and confident, creating a favorable impression through proper dress and etiquette, and techniques for teleconferencing and clear enunciation.
This document outlines a multi-phase plan to help NDSU Extension professionals improve through self-assessment and professional development. Phase One involves moving from competency assessments to having employees complete self-assessments in areas like subject matter expertise, communications, technology skills, and program development. These self-assessments will help employees identify their own professional development needs and create individualized plans. Phase Two will define what professionalism means for Extension, including the components of image, attitude, behavior, and communications. The goal is to provide targeted training to different employee groups. The document encourages employees to start by selecting two self-assessments to complete in January and discuss the results at their yearly performance review.
Greek Life organizations like fraternities and sororities allow students to get involved on campus through events like Rush, build lifelong friendships, and network. They participate in community service projects, fundraisers, and activities like Stepping shows. The Divine 9 are historically African American fraternities and sororities.
Sharing things learned from the school of hard knocks. Having no event planning background, organized the Phoenix Twestival events over the past few years.
I felt it was about time to deliver a quick introduction to how meeting should be run and why it's important.
Use it as a checklist and optimise your daily routines and time! #worksmarter
This document outlines a leadership development pipeline with three levels: lead self, lead others, and lead leaders.
The lead self level focuses on developing individual ministry basics, time management, technical proficiency, and values. The lead others level involves teaching, delegating, coaching direct reports, and team leadership.
The lead leaders level is about choosing good leaders, developing managers, strategic planning, and holding level 1 leaders accountable. It also discusses shifting skills, time, and values as leaders progress through each level.
This document provides tips for obtaining strong recommendation letters. It discusses the purpose of recommendation letters in highlighting a student's character traits and abilities. A great recommendation letter will show how the writer knows the student well and provide specific examples and details about the student's skills, potential, and goals. Students should ask for letters from teachers they engaged with intellectually in junior or senior year courses. They should ask early, provide reminders and context to the writers, and follow up before deadlines. Thank you notes should also be sent after a college decision is made.
Do you think all meetings are painful, time wasting, poorly run and unproductive torture sessions? If you hate meetings, you’re not alone. Practically everyone does, and although businesses have to run meetings, very often, meetings run businesses. More than just a drag, bad meetings can have a tremendous negative impact on productivity and the bottom line. Running productive meetings is a direct reflection of your leadership skills. Here are few tips that will help you run effective meetings without wasting time & energy.
2012 asae cr virtual round table assisting components with better board meetingsTrevor S. Mitchell, CAE
This document provides guidance on how to improve board meetings and the responsibilities of board members. It outlines four keys to a successful board: collaboration, consensus, transparency, and communication. It then lists challenges boards may face and recommendations for making meetings more meaningful and productive, such as setting expectations, having education/training, using an agenda, and giving the facilitator authority. The responsibilities of board members are also covered, such as attending all meetings, being prepared to make decisions, and supporting decisions once made. Overall, the document aims to assist components in having better run and more effective board meetings.
This document provides guidance for schools implementing the Naviance college and career readiness platform. It recommends developing a multi-year action plan, getting key administrators involved, and targeting different grade levels each year. The plan should include required ("Must Do") activities like surveys and college visits, as well as optional ("Like To") activities. Schools should use reports and community resources to promote Naviance to students, parents, counselors, and administrators. The goal is to introduce Naviance gradually over time rather than trying to do everything in the first year.
The document provides information on how to effectively plan and conduct meetings. It discusses characteristics of negative meetings such as drifting off topic, lack of preparation, and lack of participation. It also outlines what people look for in effective meetings, such as allowing participation, defining the purpose, and assigning follow up actions. The document provides tips for meeting preparation, conduct, and dealing with disruptive behaviors. It emphasizes starting and ending on time, keeping to the agenda, and having fun.
This document discusses how to run effective meetings. It notes that meetings are important for developing interpersonal, leadership, teamwork and communication skills. It recommends following the 4 P's, having clear roles and responsibilities, starting and ending meetings on time, and having someone in charge. An agenda is crucial and should be circulated in advance to provide structure, define decisions, and plan for an effective outcome. Meeting minutes should confirm decisions, record actions and responsibilities, and provide timelines and history for absentees. Basic rules should establish who can speak, whether and how much arguing is allowed, and what is and isn't permitted. Participants can help by arriving on time, being prepared, listening, and contributing appropriately.
This document outlines ideas for strengthening a school leadership team. It discusses developing a leadership team goal of inspiring and supporting the community to realize the school's vision. It suggests the team focus on readings related to leadership and student development. The document also recommends ways for leaders to increase their visibility, such as modeling lessons and providing teacher feedback. Goals for individual leaders are proposed as a way to focus efforts on improving student outcomes through high-quality instructional leadership.
Tap into the Power of Training and Set your Volunteers up to Succeed!VolunteerMatch
Are you preparing your volunteers for success, or leaving them to figure things out on their own? This session will explore best practices for adult education, and the need to develop a curriculum that meets the learning needs for new volunteers as well as supports ongoing learning for existing volunteers. In this engaging session we’ll practice effective and creative training delivery methods. Attendees will leave with a sample curriculum and a plan to evaluate their current volunteer training.
Advisors and counselors play an important role in helping college students succeed by advising them on course selection, monitoring their academic progress, helping them choose a suitable major and career path, recommending academic resources when needed, and ensuring students have their questions and concerns addressed. Their goal is to guide students to graduation and a bright future by supporting them throughout each semester of study.
This document summarizes the key responsibilities and roles of a supervisor. It discusses that supervision is a relationship and environment that must be fostered, not just an administrative function. It then lists the various activities supervisors are responsible for, including recruiting, selecting, training, evaluating, coaching, delegating, supporting, motivating, celebrating, teaching, informing, engaging staff in professional development activities, running meetings, one-on-ones, and potentially terminating employees. It also notes that supervisors should provide feedback, solicit feedback, check in regularly with supervisees, prepare staff, share context, foster relationships, set expectations, and have difficult conversations when needed. The document emphasizes that supervisors play a key role in the success
This document provides information about a Diploma in Management NVQ qualification offered to employees at the University of Westminster. The qualification is designed to provide a more in-depth understanding of employees' roles and improve performance. It involves interactive workshops, work-based assessments, and takes 12-15 months to complete. The qualification benefits both employees through enhanced skills and engagement, and the University through improved performance. Various levels are available for supervisors, managers, and senior managers.
The document discusses meetings and how to make them more effective. It provides tips on different meeting types, the five stages of meetings, ingredients for effective meetings, facilitating meetings, and assessing meetings. Key points include that meetings should have a clear purpose and objective, the right people should attend, and following up after meetings is important for accountability and improvement. It also includes a meeting audit questionnaire template to help evaluate meetings.
This document provides guidance on conducting productive meetings. It discusses planning a meeting by selecting participants, location, developing an agenda, and informing attendees. It also covers opening a meeting, handling the discussion, and concluding. Meeting types include information-giving, information-taking, and problem-solving. Qualities of good meeting leaders are listed as well as techniques for leading productive discussions. Evaluation of the meeting can come from the leader, an observer, or participants.
This document provides guidance on running effective meetings. It notes that 37% of employee time is spent in meetings and lists common meeting problems like lack of agendas and participant disengagement. The key aspects of effective meetings are ensuring the meeting is necessary, having a prepared facilitator, establishing rules, creating agendas, addressing issues like tardiness, using engagement tools, and regularly reviewing meeting effectiveness. The facilitator's role is to manage the agenda, objectives, participation, and follow-ups to make meetings worthwhile.
The document discusses a meeting on presenting skills. It includes a list of 6 presenters by name and age. It then covers various topics about meetings and presentations including the purpose of meetings, structure of meetings, qualities of effective speaking such as being resourceful and confident, creating a favorable impression through proper dress and etiquette, and techniques for teleconferencing and clear enunciation.
This document outlines a multi-phase plan to help NDSU Extension professionals improve through self-assessment and professional development. Phase One involves moving from competency assessments to having employees complete self-assessments in areas like subject matter expertise, communications, technology skills, and program development. These self-assessments will help employees identify their own professional development needs and create individualized plans. Phase Two will define what professionalism means for Extension, including the components of image, attitude, behavior, and communications. The goal is to provide targeted training to different employee groups. The document encourages employees to start by selecting two self-assessments to complete in January and discuss the results at their yearly performance review.
Greek Life organizations like fraternities and sororities allow students to get involved on campus through events like Rush, build lifelong friendships, and network. They participate in community service projects, fundraisers, and activities like Stepping shows. The Divine 9 are historically African American fraternities and sororities.
Sharing things learned from the school of hard knocks. Having no event planning background, organized the Phoenix Twestival events over the past few years.
Alumni Presentation - 2011 AFLV Central Fraternal Leadership Conferencemklobough
We presented this material in a Hot Topic Session at the 2011 AFLV Central Fraternal Leadership Conference.
Link to our Prezi used for the session:
http://prezi.com/e1jxejllgwrb/aflv-building-strong-alumni-involvement-and-alumni-advisors/
Resume and Cover Letter Writing for Greek Life Members Kaitlyn Domingo
This document provides guidance on resumes, cover letters, and interviews for Greek life members. It recommends that resumes be concise, tailored, and highlight relevant skills and achievements. The STAR method is introduced to describe accomplishments using situation, task, action, and result. Cover letters should connect the applicant's experience to the job and ask for an interview. Interview preparation includes knowing one's skills, researching the organization, and defining career goals. Resources like Vault.com and Indeed.com are also listed.
The document provides 10 tips for event planning:
1. Determine the event theme early to guide subsequent planning steps.
2. Carefully track the budget to prevent overspending and keep accurate records.
3. Create a checklist that is easy to navigate, updated as needed, and includes contact details, day-of plans, and step-by-step tasks.
This document provides guidance on planning a successful event in 3 or less sentences. It begins by advising not to panic and to assemble a support team. Key steps include defining the goal and purpose, creating an organized system to plan the event, developing a timeline and assigning responsibilities to the team. The document also covers important considerations like budgeting, fundraising, venue selection, catering, promotion and executing the event.
Here you can find 21 ways to boost your event or conference. Cyriel has a lot of experience as Master of Interaction and loves to share his knowledge and experience in some very practical ways to inspire, engage and wake up your audience. Enjoy!
The document discusses various aspects of event planning and management. It begins by defining what an event is and different types of events. It then discusses event management and the key aspects involved, including market research, SWOT analysis, event planning using the 5 Ws framework, venue selection, marketing, evaluation and feedback. Key elements of event planning covered include determining objectives, activities, schedule, budget, target audience and addressing logistical considerations like location, date and time. The document provides an overview of best practices for comprehensive event planning.
The document outlines the development of a new performance evaluation system for the Toledo-Lucas County Public Library which aims to make evaluations a meaningful opportunity for growth rather than a punitive exercise, including standardized evaluation forms, employee input, SMART goal-setting, manager training, and an ongoing process of assessment and improvement based on lessons learned.
This document provides information about the West Lothian leadership development programme including its aims, elements, key documents, session overviews, and the roles of coaches. The programme aims to increase leadership capacity, support for project leaders, and embed a coaching culture. It involves self-evaluation, leadership projects, coaching sessions, and maintaining a learning journal. Coaches are meant to support and challenge participants by using a non-directive approach focused on strengths, questioning, and accountability. The GROW model is presented as a framework for coaching sessions.
Lunch & Learn 2015-04-16 - For DistributionMargo Boster
This document provides an overview of a transformational leadership development program being offered in Arizona through a partnership between the Arizona Technology Council and ImpaQ Solutions. The 6-month program consists of 11 days of classroom sessions covering topics like leading self, leading others, and leading organizations. It is designed for experienced directors and above seeking to advance their leadership skills. Applications are being accepted through July 15th, with the program running from August 2015 to February 2016. The tuition cost is $8,970 for Tech Council members.
This document discusses coaching as a tool for managing change. It outlines the three stages of change: endings, the edge, and new beginnings. Coaching is most effective during the edge stage when people are uncertain and exploring. The document recommends managers take the role of coach and lists reasons for resistance to change. It then describes the seven disciplines of coaching and how coaching conversations can uncover fears/hopes and turn discussions into action plans. The document provides an example coaching conversation template and identifies critical success factors that may require action.
Skills for Successful Supervision Training by Georgia Department of Human Ser...Atlantic Training, LLC.
This document provides an agenda and overview for a 3-day skills training for supervisors. Day 1 focuses on basic supervisory skills like communication, problem solving, delegation, and motivation. Exercises are used to discuss establishing authority, defining boundaries, and dealing with conflicts. Day 2 covers topics like ethics, accountability, discipline, employment law, and resolving disputes. Day 3 introduces a new performance management process and competencies. The training aims to develop supervisors' abilities to effectively lead their employees.
Interviewing each prospective volunteer can seem overwhelming, but it's one of the best ways to ensure that the volunteers you recruit are the volunteers you need. This webinar introduces a variety of question types used in volunteer interviews and offers strategies for honing your interview skills. Materials will be provided to help you implement this process in your organization, as well as a training syllabus so you can learn how to recruit and train a volunteer staff to assist with prospective volunteer interviews.
Bonner Director 2016 - Strategic Planning PresentationBonner Foundation
This document outlines the steps to develop a strategic plan, including gathering information through a self-study and external review, holding a retreat to discuss the organization's mission, values, and priorities, getting feedback from stakeholders on draft plans, and continually revising the plan and monitoring progress annually. It emphasizes the importance of an open and collaborative process with commitment from leadership and stakeholders. The strategic planning process for a campus center is described as a case study, going through each stage from forming a task force to conducting stakeholder reviews and finalizing the plan.
The document provides guidance on transitioning leadership roles through thorough documentation and training of successors. It recommends including organization information, position specifics, meeting minutes, resources, and contact details in officer manuals. Transition materials should include responsibilities, goals, event summaries, timelines, budgets, and commonly used resources. Successful transition meetings discuss responsibilities, accomplishments, budgets, materials, and allow the successor to discuss ideas. Sample agendas are provided for leadership retreats focusing on goals, roles and responsibilities.
The document summarizes 5 common performance management scenarios managers may encounter and provides guidance on how to effectively handle each situation. The scenarios covered include: 1) Counseling an employee whose work is slipping, 2) Providing fair feedback during an annual performance review when an employee disagrees, 3) Coaching and mentoring a disengaged long-term employee, 4) Resolving a conflict between a manager and employee, and 5) Conducting the termination meeting when firing an underperforming employee. The document emphasizes the importance of documentation, communication, addressing issues promptly, and treating employees professionally and fairly.
5 Performance Management Scenarios: Navigating Everyday Encounters for Greate...ComplyRight, Inc.
This document provides a summary of a webinar on navigating five common performance management scenarios: 1) Counseling an employee to improve behavior and output, 2) Providing fair and balanced feedback during reviews, 3) Using coaching and mentoring to inspire engagement in an employee who has become disengaged, 4) Resolving conflicts when they arise between employees, and 5) Firing an employee as a last resort. The webinar offers advice on how to handle each scenario professionally and effectively through counseling conversations, documentation, setting goals, and following proper disciplinary procedures.
This document discusses professional learning communities (PLCs) and provides information about a PLC program. It outlines what PLCs are and are not, including that they regularly meet to discuss learning situations, have facilitated discussions, reflect and make action plans, and work between meetings. Feedback from participants found changes in teaching practices and student outcomes. Suggestions for improvement included sharing more classroom experiences, having same-subject teachers meet, and ensuring all contribute positively. The document also discusses professional learning networks and asynchronous communication as alternatives to PLCs.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals, demonstrating effective behaviors, decision-making, managing change, time management, communication skills, motivation, delegation, and training. Specific tips are provided in each area, such as prioritizing tasks, listening actively, giving constructive feedback, and clearly defining responsibilities when delegating. The overall message is that supervisors should stay aware of the big picture, create a productive work environment, and develop their employees' skills through goal-setting, decision-making, and effective management of time, communication and change.
Why you need to consider internal and external career opportunities linked in...Vivien Edwards nee Mensah
The document discusses the importance of exploring internal and external opportunities for career advancement. It defines opportunities and lists some internal opportunities an administrative professional could pursue, such as training programs, budget management, and public speaking. The document also discusses the pros and cons of lateral career moves versus promotions. It provides tips for developing a personal brand and skills portfolio to identify and pursue external opportunities. Finally, it offers an action plan for research careers and organizations, networking, and enhancing one's CV or resume.
This document provides guidance for team leaders on their role in managing team performance. It discusses tracking key performance indicators and measures of success on a daily, weekly, and monthly basis through meetings, reports, and tools. It emphasizes the importance of communication, including regular personal meetings with team members. It also covers developing team members' leadership skills and outlines the typical stages a team goes through in forming, storming, norming, and performing effectively. The document advises tailoring leadership style to the team's needs and using various communication methods like face-to-face meetings, emails, and active listening to transmit key messages.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
The document provides information and reminders for ASAP students. It lists important February dates including the last day to withdraw from courses, no class dates, and the end of the semester. It stresses the importance of completing spring advisement and registration immediately to avoid suspension from ASAP benefits. It announces upcoming ASAP events and recruitment for new students. It provides information on transferring to a 4-year college, including factors to consider, questions to ask, and the application process. Finally, it reminds students about metro card distribution and appropriate behavior.
Andy Hockley Steps to being a more effetive leadereaquals
This document outlines steps that leaders can take to be more effective, including making time for strategic planning, getting to know their team members, establishing a shared vision for the future, ensuring tasks are completed as expected, and trusting staff. It discusses balancing leadership and management responsibilities and the importance of doing both the right things and doing things right. Key challenges for leaders are identified as lack of time for planning, development, and interacting with teachers and students due to heavy workloads and administrative burdens.
This document provides guidance for student representatives on participating in Student-Staff Committees (SSCs). It outlines what SSCs are, how to prepare for them, what to do during meetings, and how to follow up after meetings. Key points covered include understanding meeting agendas and minutes, gathering feedback and evidence from peers, being punctual and respectful during discussions, taking and distributing meeting notes, and closing the feedback loop with peers after meetings. The workshop aims to help representatives confidently raise concerns and work with staff on goals for improving the student experience.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
NYCON Presentation Recruitment and Retention Strategies for Boards April 7th ...Andrew Marietta
This document provides guidance on strategies for recruiting and retaining effective board members. It outlines key learning objectives around board assessment, recruitment, and development processes. Some highlights include:
- The importance of understanding what motivates board members and keeping them engaged through leadership opportunities, appreciation, and ongoing education.
- Tools for evaluating board performance at both the individual and group level to identify strengths and areas for improvement.
- Best practices for recruiting new members through networking, clear role definitions, and transparent conversations about organizational needs and time commitments.
- Strategies for orientation, onboarding, and ongoing support to integrate new members and retain existing ones through respect, efficiency, and growth opportunities.
This document provides tips for effectively marketing a mission or organization. It emphasizes using simplicity, positivity, repetition, and consistency in messaging. Key recommendations include using acronyms sparingly, appealing to emotions, leveraging various campus resources and social media for visibility, and developing a consistent branding strategy with fonts, colors, and designs. Repeated exposure through different marketing channels on campus is important for getting the message out.
This document provides an overview of navigating the structure of Ohio State University. It discusses the major parts of OSU including academics, student life, athletics, administration, and governance. It presents organizational charts showing the hierarchy beginning with the Board of Trustees and President and moving down through various councils and committees. The document advises interacting with those higher up in relevant areas for support and gaining contacts. It also discusses following proper routes like committees and university governance for policy changes and projects/events.
Presenter: Adam Burden.
Highlights of key resources for student orgs from the Ohio Union and key changes for student orgs in regards to the transition to semesters.
Presenters: Kayla Wood and Molly Ellender.
Advice on how to pull off successful collaborations for planning events. Converted from a Prezi presentation.
The document discusses the daily business of a student organization including email etiquette, relationships with advisors, membership, and feedback. It also summarizes Student Leadership Advocates which are students who provide leadership workshops and retreat facilitation for other student organizations at Ohio State University. They are trained to build leadership and teamwork among groups.
This document provides guidance on event planning for student organizations at Ohio State University. It outlines key steps like determining the purpose of the event, getting approval, maintaining a budget, requesting funding, following Coca-Cola and catering partnerships, choosing locations, and utilizing other planning resources. Specific details are provided on the funding request process, dates, and maximum amounts depending on the organization's established status.
Presenters: Jason Homan and Alex Mezin.
Tips for keeping your membership engaged in your student org. Converted from a Prezi, so sorry for the originality of the presentation format.
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Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
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TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Versio
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Version
TEST BANK For An Introduction to Brain and Behavior, 7th Edition by Bryan Kolb, Ian Q. Whishaw, Verified Chapters 1 - 16, Complete Newest Version
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There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
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Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
2. Today’s Agenda
• The Importance of Transitioning
• Effective Transitioning Practices
• Long Term Transitioning Plans
• Personal Transitioning Activities
3. Introductions
Please stand up and share your:
• Name
• Year
• Organization and role
• One thing you hope to get out of this breakout
session!
4. Why is Transitioning
Important?
• Student organization timelines are short
– One year terms with four year visions
• Continued organizational improvement
• Organizational consistency
• Benefits organization’s morale
5. Important Elements
• Gain mutual respect and support for each
other’s opinions and goals
• Set agreed to goals and objectives for the
outcome of transitioning
• Include tasks/operations basics as well as
visioning and goal setting!
• It is a mutual process – do not dominate
• Ideally, transitioning is a full-term process!
6. Challenge (Incoming)
• The process
• Yourself
• Strive to make it better
– Always room for improvement
– Look at it as an opportunity
• Leave a lasting impression
7. Support (Outgoing)
• Be a sounding board
• Be honest & realistic about the job
• YOU are needed
• If you didn’t get re-elected
– Don’t let it become a barrier
– Go the extra mile to let the person know you’re
there
– Understand that things happen for a reason, and
another door will be opened if you allow it.
8. Create a Timeline
Time What to
expect
A month
prior to
office
Taking office
1st month
1st quarter
Summer
Last month
in office
9. The 4 S’s of Transitioning
Situation
Self
Support
Strategies
10. Methods of Execution
• One-on-One Meetings
• Group Meetings
• Written Forms (online/electronic/paper)
• Retreat
• Facilitated Programs
• Troubleshooting: What if you plan these things
and your like-officer doesn’t participate?
11. Strategic Transition Planning
• Keeping thorough documentation throughout
officer term – don’t assume people know!
• Do SWOT analysis after events and/or mid
year
• Keep track of contacts and successful
processes
• Program Summary Forms
– Example: Student Alumni Council
12. ACTIVITY!
Personal Transition Strategies
• Write down:
– How your current officer transition works.
– The questions and concerns you have about your
transition process.
• Break up into groups to discuss and problem
solve.
– SLA facilitators will walk around to assist
13. Key Ingredients
• Passing on advice and taking advice
• Many different methods but written is more
sustainable
• What else? Other ideas from your own
experience?
14. ACTIVITY!
Countdown Letter to Your Successor
5 of your favorite things about the position
(position you held, position you hold, or
position you want to hold)
4 things that happened during your term that
you didn’t expect in your role or 4 things
that you will expect to do in your role.
3 pieces of advice you have for the next person
in your role or that you would like to receive
from the outgoing person in the role.
15. Countdown Letter Continued…
2 positive observations of the person coming in
or leading the role and how you think that has
been helpful to the position.
1 goal that you have set for yourself in regards
to your involvement in the organization.
When you are finished, we have an envelope you
can put it in to send to the person.
16. Overview
• Officer Transitioning is critical to your organization’s
success.
• The process will take time. It is a full-term
commitment!
• YOU are important to the process.
• Sharing advice and information is invaluable.
• RESOURCES:
– SLA facilitators for workshops or transition sessions
– Your Advisor – can provide continuity/perspective
– Coca-Cola Retreat Packages for officer retreats!
18. Continue the Conversation
• Contact SLA
– http://ohiounion.osu.edu/get_involved/csls/sla
– Email advisor Melissa Rocco at rocco.18@osu.edu
– Talk to one of us today!
• Websites:
– Coca-Cola Retreat Packages:
http://ohiounion.osu.edu/get_involved/csls/retreat_p
ackages
– Student Org General Resources:
http://ohiounion.osu.edu/get_involved/student_orga
nizations/resources
Editor's Notes
More of an FYI point – this is what we’re sharing with the incoming officers during their transitions Emphasize that this is what you should invite your incoming officer to do with what was established under your time
Think back to when you took office. What was a huge adjustment? What would you have wished to have known prior to taking office? Think about you last quarter in office and how smoothly it went. What is expected of your position throughout the quarter. (Break it down each quarter by week, or biweekly.)
What to consider when engaging in officer transitions:Situation: What is the current state of your organization of the office that you hold? What is this new person getting themselves into?Self: How has your experience been in your role?Support: What kind of support did you need/use during your time as an officer? What support can you provide for the new person moving forward?Strategies: What advice do you have for the new officer? What worked for you that they could continue? What would you suggest be done differently?
Answer: this is why Transitioning is a full-term process!!One-on-One meetings may be the most useful ways of transitioning. You can easy meet up for a lunch or coffee and discuss different aspects of the job. In this setting, both can feel comfortable asking questions and not pressured to come up with all of the facets of the position in one sitting. I would recommend meeting at least three times one-on-one to strengthen the rapport between one another as well as giving the incoming member more opportunities to think of various questions.
Documentation should include basics like job descriptions, calendars, outlines of events, etc.
Bring back to large group to share any ideas/questions
1) A great way of starting to build a strong transitioning program is to create a folder on your computer. Put all of the documents that were given to you on it, and as your term progresses, add any document that you use. After several people add to it, the folder will have a plethora of ideas and tools for the incoming position.