The document discusses the Process Communication Model, which identifies eight psychological needs and how distress occurs when those needs are not met. It defines psychological needs as strong desires that motivate us consciously or unconsciously. When needs are not met, distress occurs in three degrees - doorway, basement, and cellar. For each phase, it outlines the associated psychological needs, examples of negative satisfaction of those needs, failure mechanisms, existential questions, and cover up emotions. This provides insight into how miscommunication occurs when needs are not adequately met.
Developed by psychotherapist Dr. Taibil Kahler, PCM is a powerful communication tool, allowing us to discover our unique personality structure and learn its characteristics.
People attending the 3-day seminar will see immediate results by just applying theory and listening carefully to communications.
Key to me profile - Process Communication ModelPaul Olteanu
The document is a personality profile report that uses the Process Communication Model to analyze an individual's personality type. It identifies the person's primary personality type as Promoter and secondary as Thinker. It provides an overview of the six personality types in the model and describes how the individual's personality is structured, with Promoter being their dominant traits and Thinker also significantly represented. It then outlines some of the person's key character strengths that arise from these personality types.
Process Communication Model - Magda Tabacmagdatabac
A short description of the Process Communication Model training and its benefits for your organisation. Feel free to contact me if you have any questions.
Personality Profile Report - Process Communication ModelPaul Olteanu
Here is a sample PPI (Personality Pattern Inventory). It shows the architecture of ones personality and individual scores on topics such as:
- perception
- personality parts
- interaction style
- psychological needs
- environment preference
- personality phase
- distress sequences
The document discusses managing difficult employees and the costs associated with employee turnover. It notes that difficult employees take up 90% of a manager's time while only representing 10% of employees. While troublesome to manage, replacing employees can cost 150-250% of their annual salary due to hiring and training expenses. Assessments can help identify how to work with difficult employees effectively to reduce replacement costs.
This document discusses breaking down barriers to success such as negative programming, guilt, and doubt. It provides examples of prominent figures like Abraham Lincoln and Mohd. Asif Iqbal who overcame significant obstacles and failures to ultimately achieve great success. The document encourages readers to reflect on their own fears and uses the metaphor of fire eating to represent overcoming barriers.
Process Communication: Travailler et Communiquer avec Toutes les PersonnalitésLITTLE FISH
Boîte à outils Process Com :
- Stratégies de management des 6 profils
- les fondamentaux Process Com - tableau de synthèse
- la double dynamique Process Com
- Process Com et vrilles de stress
- Tableau : Points forts de chaque profil de personnalité.
Developed by psychotherapist Dr. Taibil Kahler, PCM is a powerful communication tool, allowing us to discover our unique personality structure and learn its characteristics.
People attending the 3-day seminar will see immediate results by just applying theory and listening carefully to communications.
Key to me profile - Process Communication ModelPaul Olteanu
The document is a personality profile report that uses the Process Communication Model to analyze an individual's personality type. It identifies the person's primary personality type as Promoter and secondary as Thinker. It provides an overview of the six personality types in the model and describes how the individual's personality is structured, with Promoter being their dominant traits and Thinker also significantly represented. It then outlines some of the person's key character strengths that arise from these personality types.
Process Communication Model - Magda Tabacmagdatabac
A short description of the Process Communication Model training and its benefits for your organisation. Feel free to contact me if you have any questions.
Personality Profile Report - Process Communication ModelPaul Olteanu
Here is a sample PPI (Personality Pattern Inventory). It shows the architecture of ones personality and individual scores on topics such as:
- perception
- personality parts
- interaction style
- psychological needs
- environment preference
- personality phase
- distress sequences
The document discusses managing difficult employees and the costs associated with employee turnover. It notes that difficult employees take up 90% of a manager's time while only representing 10% of employees. While troublesome to manage, replacing employees can cost 150-250% of their annual salary due to hiring and training expenses. Assessments can help identify how to work with difficult employees effectively to reduce replacement costs.
This document discusses breaking down barriers to success such as negative programming, guilt, and doubt. It provides examples of prominent figures like Abraham Lincoln and Mohd. Asif Iqbal who overcame significant obstacles and failures to ultimately achieve great success. The document encourages readers to reflect on their own fears and uses the metaphor of fire eating to represent overcoming barriers.
Process Communication: Travailler et Communiquer avec Toutes les PersonnalitésLITTLE FISH
Boîte à outils Process Com :
- Stratégies de management des 6 profils
- les fondamentaux Process Com - tableau de synthèse
- la double dynamique Process Com
- Process Com et vrilles de stress
- Tableau : Points forts de chaque profil de personnalité.
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.
The document summarizes a 3-day training on "The 7 Habits of Highly Effective People" conducted by Franklin Covey South Asia in February 2004. The training covered the objectives of sharing learning around the 7 habits and key concepts like the A-STAR model, emotional bank account, maturity continuum, basic change model, and third-person teaching. It provided overviews and explanations of each of the 7 habits, which are designed to help people achieve private and public victory in their personal, interpersonal, managerial and organizational effectiveness.
BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
The document introduces an interpersonal skills course taught by Mukesh Sharma. The course aims to help participants improve their communication skills, learn negotiation techniques, make a strong impression on others, and develop networking abilities. It covers various interpersonal skills like verbal and non-verbal communication, engaging in small talk, influencing people, basic negotiation, and leaving a lasting positive impact. The course promises to empower participants to succeed through enhancing their interpersonal abilities.
The document outlines the 7 Habits of Highly Effective People which provide a holistic approach to personal and interpersonal effectiveness. The 7 habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand Then to be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits involve developing patterns of behavior through knowledge, desire, and skill. They promote principles like balancing production and production capability, understanding paradigms, and making paradigm shifts to improve effectiveness.
Le Codéveloppement Professionnel développe l'intelligence collectiveCarole VANDEN BULCK
Une approche de formation innovante qui mise sur le groupe et sur les interactions entre les participants pour : Améliorer sa pratique professionnelle.
This document discusses various aspects of leadership and communication. It provides tips on effective communication, giving feedback, delegation, planning, and cultivating "bounded instability". Some key points include the importance of communication to organizational effectiveness, focusing feedback on learning and change, viewing time as a commodity to invest wisely through delegation, and using both long and short-term planning along with scenario planning. The document emphasizes strong leadership through communication, feedback, planning, and allowing some controlled instability for innovation.
This document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" in seven key points. It outlines the seven habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides the underlying principle, key paradigms, and a brief description. The document also discusses additional concepts from the book like principles, values, character, and paradigms.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
This document discusses managing difficult employees and provides problems and solutions. It identifies four main problems managers face: difficult personalities, bad attitudes, poor performance, and communication problems. While difficult employees only make up 10% of staff, they take up 90% of manager's time. The document provides advice on how to address each problem, such as making employees aware of problematic behaviors, understanding the root causes of issues, and setting clear expectations and consequences. The overall message is that difficult employee issues require tactful and direct action from managers to improve productivity and workplace culture.
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
Le "Profil des 5 Eléments" est un outil psychométrique qui a été créé par Pascale Baumeister. Il est présenté dans son dernier livre "Développez vos talents de manager", paru aux éditions Leduc S. sans la collection Zen Business
When I close a workshop or seminar. I want to tie things together and also leave a memorable Last Moment. I have been telling The Moose Joke for 30 years, I guess and all over the world, even in Arab countries and in Asia.
It sets up a great metaphor for teamwork and persistence, for rewarding successes and continuous continuous improvement.
Since I am pretty much out of the seminar delivery business, feel free to use it (but I would appreciation the affirmation that it came from me!)
Slides are available.
Comment manager les relations avec les gens qui énervent?Stéphane de Baenst
Présentation d'un séminaire qui a été donné à plusieurs reprises dans des chambres de commerce depuis 2004, et auquel de nombreux participants ont assisté. Cette présentation donne de nombreux outils pour mieux manager ses émotions et ses relations avec les autres.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Following each habit is a brief explanation of the principle and how to apply it to improve effectiveness. The overarching message is that developing good habits leads to an effective personal and professional life.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
The document is a customized report from a personality assessment called the Fascination Advantage Assessment. It provides the results of an individual named Michael Schuerman's assessment. The report identifies Michael's primary personality advantage as Innovation and his secondary advantage as Power, categorizing his overall archetype as the Maverick Leader. It then provides details about the characteristics and behaviors typically associated with the Maverick Leader archetype.
This document is a report from a Fascination Advantage assessment that provides an individual named Danny Hawman with insights into their personality and communication style. The report indicates that Danny's primary advantage is Innovation, meaning creativity is their most effective mode of communication. Their secondary advantage is Power, and their archetype is labeled the Maverick Leader. The report then provides details about the Maverick Leader archetype, including how the world sees them and their top five speciality adjectives. It also includes coaching tips and an explanation of how Danny can apply their advantages.
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.
The document summarizes a 3-day training on "The 7 Habits of Highly Effective People" conducted by Franklin Covey South Asia in February 2004. The training covered the objectives of sharing learning around the 7 habits and key concepts like the A-STAR model, emotional bank account, maturity continuum, basic change model, and third-person teaching. It provided overviews and explanations of each of the 7 habits, which are designed to help people achieve private and public victory in their personal, interpersonal, managerial and organizational effectiveness.
BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
The document introduces an interpersonal skills course taught by Mukesh Sharma. The course aims to help participants improve their communication skills, learn negotiation techniques, make a strong impression on others, and develop networking abilities. It covers various interpersonal skills like verbal and non-verbal communication, engaging in small talk, influencing people, basic negotiation, and leaving a lasting positive impact. The course promises to empower participants to succeed through enhancing their interpersonal abilities.
The document outlines the 7 Habits of Highly Effective People which provide a holistic approach to personal and interpersonal effectiveness. The 7 habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand Then to be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits involve developing patterns of behavior through knowledge, desire, and skill. They promote principles like balancing production and production capability, understanding paradigms, and making paradigm shifts to improve effectiveness.
Le Codéveloppement Professionnel développe l'intelligence collectiveCarole VANDEN BULCK
Une approche de formation innovante qui mise sur le groupe et sur les interactions entre les participants pour : Améliorer sa pratique professionnelle.
This document discusses various aspects of leadership and communication. It provides tips on effective communication, giving feedback, delegation, planning, and cultivating "bounded instability". Some key points include the importance of communication to organizational effectiveness, focusing feedback on learning and change, viewing time as a commodity to invest wisely through delegation, and using both long and short-term planning along with scenario planning. The document emphasizes strong leadership through communication, feedback, planning, and allowing some controlled instability for innovation.
This document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" in seven key points. It outlines the seven habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides the underlying principle, key paradigms, and a brief description. The document also discusses additional concepts from the book like principles, values, character, and paradigms.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
This document discusses managing difficult employees and provides problems and solutions. It identifies four main problems managers face: difficult personalities, bad attitudes, poor performance, and communication problems. While difficult employees only make up 10% of staff, they take up 90% of manager's time. The document provides advice on how to address each problem, such as making employees aware of problematic behaviors, understanding the root causes of issues, and setting clear expectations and consequences. The overall message is that difficult employee issues require tactful and direct action from managers to improve productivity and workplace culture.
This is a talk on Leadership Agility - dwells on the mindset of an Agile Leader, different levels of Leadership Agility and the Leadership Agility Compass.
Le "Profil des 5 Eléments" est un outil psychométrique qui a été créé par Pascale Baumeister. Il est présenté dans son dernier livre "Développez vos talents de manager", paru aux éditions Leduc S. sans la collection Zen Business
When I close a workshop or seminar. I want to tie things together and also leave a memorable Last Moment. I have been telling The Moose Joke for 30 years, I guess and all over the world, even in Arab countries and in Asia.
It sets up a great metaphor for teamwork and persistence, for rewarding successes and continuous continuous improvement.
Since I am pretty much out of the seminar delivery business, feel free to use it (but I would appreciation the affirmation that it came from me!)
Slides are available.
Comment manager les relations avec les gens qui énervent?Stéphane de Baenst
Présentation d'un séminaire qui a été donné à plusieurs reprises dans des chambres de commerce depuis 2004, et auquel de nombreux participants ont assisté. Cette présentation donne de nombreux outils pour mieux manager ses émotions et ses relations avec les autres.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Following each habit is a brief explanation of the principle and how to apply it to improve effectiveness. The overarching message is that developing good habits leads to an effective personal and professional life.
Essential Strategies to Put DiSC Principles into Action. Learn how to increase communication effectiveness and team engagement.
Learn about your personal DiSC profile style
Discover people reading to connect with coworkers
Drive team engagement with DiSC strategies for communication
Understand your DiSC priorities
Learn how to recognize other DiSC styles
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
The document is a customized report from a personality assessment called the Fascination Advantage Assessment. It provides the results of an individual named Michael Schuerman's assessment. The report identifies Michael's primary personality advantage as Innovation and his secondary advantage as Power, categorizing his overall archetype as the Maverick Leader. It then provides details about the characteristics and behaviors typically associated with the Maverick Leader archetype.
This document is a report from a Fascination Advantage assessment that provides an individual named Danny Hawman with insights into their personality and communication style. The report indicates that Danny's primary advantage is Innovation, meaning creativity is their most effective mode of communication. Their secondary advantage is Power, and their archetype is labeled the Maverick Leader. The report then provides details about the Maverick Leader archetype, including how the world sees them and their top five speciality adjectives. It also includes coaching tips and an explanation of how Danny can apply their advantages.
The document discusses influencer relations and provides tips for engaging influencers. It defines influencers as third-party ambassadors who understand a company's offerings and can provide an unbiased perspective. The document recommends finding influencers on social channels and ranking them based on consistency, followers, and influence. It emphasizes being familiar with influencers and their audiences, being accessible, honest, and credible when engaging influencers. General tips include making engagement personal and providing access rather than just marketing messages.
The document is an overview of a DiSC Classic 2.0 report for an individual named ashish ghildiyal. It provides context for the four main sections of the report, which will analyze ghildiyal's behavioral style, the DiSC model, all 15 Classical Profile Patterns, and the data/scoring behind the report. The overview explains that the goal is to increase self-awareness and effectiveness through understanding one's responses to the environment.
Barack Obama delivered an electrifying and historic speech on election night 2008 that resonated powerfully with audiences. The speech was masterfully crafted, building momentum through techniques like repetition, dramatic imagery, contrast, anecdotes, and rhetoric. Obama referenced inclusion, promises, and slogans to relate his message back to the campaign. While not everyone is called to give historic speeches, anyone can learn from Obama's exemplary speech design and presentation skills with training and practice.
How can embracing limitations increase you and your teams' creativity? Simple, research-based findings to guide you on why imposing constraints help creativity flow.
When Is Good Good Enough? When Is Excellent Not Enough?Malcolm Out Loud
In pursuit of excellence, we sometimes fall short. Not intentionally mind you, but it happens. Keep in mind that excellence can mean many different things to each of us. Isn't the idea to set the expectation, reach for it and accomplish the goal? Nothing less and nothing more! Which is exactly where the problem lies. Let me explain...
This document outlines 10 types of bad bosses and provides examples of each:
1. Bosses who don't understand the details of the jobs they oversee and are out of touch.
2. Bosses who don't listen to their employees and disregard their input.
3. Bosses who are closed-minded and don't allow for discussion or dissenting opinions.
4. Bosses who fail to adequately plan and prepare, often leaving employees scrambling at the last minute.
5. Bosses who don't help employees build skills and advance in their careers.
In a VUCA World – one characterized by Volatility, Uncertainty, Complexity, and Ambiguity – the traditional approach of applying well-practised set of processes, methods and tools to a well understood and clearly defined problem simply doesn’t work. Adaptive challenges are the ‘wicked problems’ that organizations face. They are messy, boundaries aren’t clear and they tend to be systemic in nature. They require resources to be mobilized (whether you control the resources or not) in areas where there is limited experience in how to think through to the answer. So how then can organizations disrupt themselves? What's needed and what's required?
This document provides an overview of the DiSC Classic 2.0 assessment that the recipient recently completed. It begins with an introduction to the four sections of the subsequent report: Section I focuses on the recipient's individual DiSC profile based on their responses; Section II covers descriptions of the four DiSC dimensions; Section III overviews the 15 Classical Profile Patterns; and Section IV discusses the scoring and data analysis. The document then previews the contents of the recipient's specific DiSC Graph and stages of their highest DiSC dimension, intensity index, and Classical Profile Pattern that will be covered in their full report.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Mastering the Delivery".
CTO Universe Leadership Series: The Six Principles of PersuasionBrittanyShear
As senior tech leaders, we often fall prey to thinking that a “good idea” and logical case is sufficient to get the desired response and result. We might be trying to get our CEO on-board with investment in a new technology or a rearchitecture effort, or we might want culture or process changes by our team. Our “good idea” is simply the beginning. An idea must be communicated; a case must be made; and ultimately other people must be persuaded to get onboard.
Michael Carducci brings a fascinating background to this webinar. He’s a technologist and regularly works to help senior leaders improve their results. He’s also a professional mentalist and has been a student of psychology, human behavior and the principles of influence for nearly two decades.
This document provides a summary of Betsey Merkel's results from the Fascination Advantage assessment. The assessment determined that Betsey's primary advantage is Passion and her secondary advantage is Innovation, making her archetype "The Catalyst". As a Catalyst, Betsey is described as out-of-the-box, social, and energizing. Her report provides tips on how to maximize her advantages when communicating and interacting with others based on her personality assessment results.
This document outlines steps for discovering and communicating your personal brand, including developing a personal brand statement. It discusses defining your uniqueness through strengths, attributes, and skills. The process also involves identifying your target audience and impact, and crafting a brand statement template. Additional sections provide guidance on communicating your brand online and through social networks, and developing an action plan with measurable goals. The overall workshop aims to help individuals understand and promote their personal brand.
This document provides guidance on how to successfully pitch new ideas within a corporate environment to avoid having the idea rejected or "ideaicide". It discusses the importance of understanding your audience, including the corporate culture and key individuals. It also stresses the importance of developing a compelling storyline and using relatable metaphors to help the audience understand and get comfortable with new ideas. The document provides tips on identifying who holds power and influence to support an idea as well as how to effectively communicate the benefits and value of the new idea.
Mirza Yawar Baig discusses challenges in teaching methodologies in the 21st century. He emphasizes the need to establish a foundation of values in teaching and that values drive behavior. Baig also stresses focusing on solutions rather than problems and preparing thoroughly for teaching by knowing the audience and material well. Effective presentation requires understanding the purpose and message to convey to students.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
7. Kahler Communications Inc. Process Communication Model ®
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THE THREE DEGREES OF MISCOMMUNICATION
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“I am only
worthwhile
as long as
I…
“You are
only
worthwhile
as long as
you…
”
1
2
Leave the cond
o
Failure Mechanism
s
2st DEGREE
Unconscious
behaviors that are a
consequence of us
seeking the
satisfaction of our
psychological needs
in a negative way
.
3
3rd DEGREE
16. Kahler Communications Inc. Process Communication Model ®
HARMONIZER DISTRESS SEQUENCE
16
14 – DISTRESS SEQUENCE
1ST DEGREE ▪ WORDS : Uses reducing words.
“You know…, maybe…, sorta…,
could you…”
▪ BEHAVIOR: Over-adapts in attempt to
please. Too wishy-washy in
decisions.
I have to please
you
2ND DEGREE
Makes mistakes
FAILURE
MECHANISM
EXISTENTIAL
QUESTION:
Am I lovable (Could
anyone love
someone like me?)
Sadness
COVER UP
EMOTION
RECOGNITION OF PERSON
!Be appreciated for the person you are.
"Make involuntary mistakes which discredit us.
Invite criticism. Feels like a victim and
dramatizes.Denigrates self. Shows self-doubt.
SENSORY
!Satisfy your 5 senses.
"Stop taking care of your 5 senses..