The document discusses various topics related to performance and personal development. It emphasizes that an organization exists for a purpose of performance, defined as outcomes deemed valuable by customers. Performance results from thousands of tiny decisions made each day. It also discusses key aspects like assumptions, discipline, culture, decisions, relationships and accountability. The document stresses on concepts like synchronizing efforts, identifying weakest links, embracing failures as learning opportunities, and continually revisiting assumptions to adapt to changes. Overall, it provides guidance on driving performance through focusing on purpose, decision-making, culture, accountability and continuous learning.
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/
Setting and defining the context
Exploring resilience
Navigating change
Sharing with, and learning from, peers
Confirming actions
Summary and questions
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
An overview of DiSC behavioral model and some practical advice on applying DiSC to your everyday working life, based on the materials from http://manager-tools.com/
Setting and defining the context
Exploring resilience
Navigating change
Sharing with, and learning from, peers
Confirming actions
Summary and questions
Wyoming Hospital Association, part 2, Strategies for Building a Culture of Ow...Joe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 2 of 3 parts.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
12/15/14 - Grace Institute Alumnae Holiday BreakfastJen Slaw
12/15/14 Presentation for Grace Institute Alumnae Holiday Breakfast
How to Juggle It All: Balance, Creativity, Change
In this presentation, we learn how to:
- Create a Dynamic Balance in life by Strengthening Connections, Exercising Flexibility, Patience & Consistent Practice, Adopting a Positive Outlook, & Prioritizing Tasks.
- Explore Creative Solutions to Build Relationships with and Offer Value to Potential Employers.
- Create Change through Creative Problem Solving, Innovative Thinking, & Effective Collaboration.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
This is a brief explanation of DISC and how is objectively measures an individuals DOMINANCE, INFLUENCE, STEADINESS (or work pace), and COMPLIANCE (respect for rules and supervision)
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Top seven differences between leading and bullying by tlc solutions australiaGregory Bayne
A insightful power-point describing the seven differences between leading and bullying. Essential for any leader and manager to be aware of and ask themselves how their actions may be perceived.
Wyoming Hospital Association, part 2, Strategies for Building a Culture of Ow...Joe Tye
Slides used by Values Coach CEO and Head Coach Joe Tye in presentation for the 2017 annual conference of the Wyoming Hospital Association, part 2 of 3 parts.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
12/15/14 - Grace Institute Alumnae Holiday BreakfastJen Slaw
12/15/14 Presentation for Grace Institute Alumnae Holiday Breakfast
How to Juggle It All: Balance, Creativity, Change
In this presentation, we learn how to:
- Create a Dynamic Balance in life by Strengthening Connections, Exercising Flexibility, Patience & Consistent Practice, Adopting a Positive Outlook, & Prioritizing Tasks.
- Explore Creative Solutions to Build Relationships with and Offer Value to Potential Employers.
- Create Change through Creative Problem Solving, Innovative Thinking, & Effective Collaboration.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
Our motivations play an important role in how we understand ourselves and the world. We all operate with assumptions, mindsets and expectations that we are sometimes less conscious of and which are likely to be influenced by our deeper motivational orientations.
By understanding the links between motivational patterns and hidden biases, we can expand our self-awareness, achieve a more complete and objective view of others, and make wiser behavioural choices.
Multi-rater leadership assessments are an invaluable tool for leadership coaching. In particular, they allow one to view a leader from the perspective of different groups of observers (e.g., bosses, peers, direct reports). Each rater has a different relationship and set of experiences with the leader they are evaluating, and those relationships influence their perceptions of that leader’s behaviors. Understanding those differences can help us interpret 360 assessments in a more nuanced and effective way, allowing us to help leaders gain a clearer understanding of how their behaviors are perceived and construed by those around them.
In this one-hour webinar, MRG’s David Ringwood and Maria Brown will share new research and insights that shed light on the following questions:
What behaviors do different observer groups associate with effective leadership?
Are there differences in the behaviors perceived by different observer groups?
What do self and observer perceptions tell us about leader blind spots?
How can we use this information to interpret feedback more effectively and to inform the way we coach and develop leaders?
Our discussion will center on insights obtained from a recent global sample of leaders who were rated by their bosses, peers and direct reports using MRG’s LEA 360™.
This is a brief explanation of DISC and how is objectively measures an individuals DOMINANCE, INFLUENCE, STEADINESS (or work pace), and COMPLIANCE (respect for rules and supervision)
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Top seven differences between leading and bullying by tlc solutions australiaGregory Bayne
A insightful power-point describing the seven differences between leading and bullying. Essential for any leader and manager to be aware of and ask themselves how their actions may be perceived.
ELC 2015 Innovative Leadership Development pre conference workshop slidesChris Jansen
One day pre-conference workshop at EARCOS Leadership Conference in Bangkok Nov 2015. Co-facilitating with Brian O'Maoileoin, Primary Principal from United World College (Singapore - Dover).
Co-Design for innovation - Keynote address @ SSPA (Social Service Providers A...Chris Jansen
An opportunity to share the co-design processes we are developing at www.leadershiplab.co.nz and their application in several case studies - Grow Waitaha, the LinC Project and the Leading Collaborative Partnerships programme
Lambda and serverless - DevOps North East Jan 2017Mike Shutlar
Introduction to AWS Lambda, serverless architectures, & the new AWS Serverless Application Model.
Source code for demo serverless application available here:
https://github.com/infectedsoundsystem/lambda-refarch-webapp
1. Trump leaves from Blair House on Friday morning 2. St John's Episcopal Church for morning service 3. White House coffee with Obama 4. US Capitol for Oath of office and address 5. National Mall, where spectators watch parade 6. Trump will walk past his hotel as he leads the parade to his new home
materi training team building di IMM STIEMB BANDUNG,Dari pkl:10.00 s/d 17.00 WIB. terimakasih sahabat IMM keep spirit and let's make better life.bagi rekan-rekan yang membutuhkan free training untuk LSM.Yayasan,pesantren,kampus,dsb untuk Bandung dan sekitarnya, silahkan kontak 085317052981-Hadiyansuryadi
Skills for industry 4.0 , learnagility, practical intelligence, deliberate practice, competency, Industrie 4.0, 21st century skills, higher order thinking skills,
Workshop on Taxonomy of Teaching Learning and AssessingDr. N. Asokan
Workshop on Taxonomy of Teaching Learning and Assessing, Bangladesh Psychometric Society (BPS)
, Revised Bloom Taxonomy, Instructional Objectives, Lower order thinking, higher order thinking, Dhaka University
Dr.N.Asokan, Entrepreneur Characteristics, Purpose, Fanatic Discipline, Life Long Self Learning, Competency, Service Mindset, Personal Mastery, High Energy, Trusted Relationship, Story Telling, System Thinking, Mentor, Grey Area, Complexity
Simplicity, MACAPPSTUDIO, Rethink
lock down, Next new normal, new normal, dr.n.asokan, rethink, revisit, social distance, hand wash, sanitize, fittest, quickest, habits, mindset, immune system, hygiene, new global handshake
Webinar on Teachers to Educational LeaderDr. N. Asokan
webinar on Teachers to Educational Leader, CPSC, Dr.N.Asokan, Career Path in Teaching Profession
Different Verticals Education Business
Synchronization of Mission, Vision & Core Values
Competency = Knowledge X Skill X Talent X Other’s First Mindset
Work & Work Place
Stretch Goal, Sprint Goal & Step Goal
Motivations , Administrator, Manager & Leader @ Work Pyramid
Expectations of Boss & Employee
Time Spent @ Work NOT Equal Experience
First half of the Career NOT EQUAL TO Second Half of the Career
TMRR Learning Model : Target, Measure, Review ,Reflex
Leader : Leadership = (Position + Content) X Values
Senior Position: Things Change
Books Reading
Ground Reality of Research Issues and Concerns of Research ScholarsDr. N. Asokan
Dr.N.Asokan, Kalashalingam University, Purpose
Research Definition
Thinking Process
Issues Related to Research
Issues related to Guide – Student Relationship
Characteristics of Research scholars
Knowledge, Skill, Talent, Life Long Self Learning, Problem Solving Skills, Lower & Higher Order Thinking Skills, Fanatic Discipline
Class Room Research
Research Outcomes from Books
Dr.N.Asokan, Educational administrator, Educational Manager, Career Path in Teaching Profession
Different Verticals Education Business
Synchronization of Mission, Vision & Core Values
Competency = Knowledge X Skill X Talent X Other’s First Mindset
Work & Work Place
Stretch Goal, Sprint Goal & Step Goal
Motivations , Administrator, Manager & Leader @ Work Pyramid
Expectations of Boss & Employee
Time Spent @ Work NOT Equal Experience
First half of the Career NOT EQUAL TO Second Half of the Career
TMRR Learning Model : Target, Measure, Review ,Reflex
Leader : Leadership = (Position + Content) X Values
Senior Position: Things Change
Books Reading
online FDP, webinar, online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP SEED, SEED SEED SEED
Non Obvious, Future Predicting Skills, curating ideas, INSTANT KNOWLEDGE, ATTENTION WEALTH, HUMAN MODE, Light- Speed Learning, deep expert, fear of missing out
National Education Policy 2019, Rashtriya Shiksha Aayog
School Education, Higher Education, Professional Education,National Research Foundation, Teacher Education,Education Technology,Vocational Education,Promotion of Indian Languages Adult Education
2. A B C D of Performance
Actions
Assumption
Belief
Brining Together
Culture
Consistency
Decisions
Discipline
3. Purpose: Performance
• An Organization exists for a purpose and that
purpose is performance
• Performance defined as any outcome that is
deemed valuable by either an external or
internal customer
4. Performance for the Day
Thousand of tiny choices, in an endless
procession, that confronts us every minute,
unable to intellectualize, compelled us to react
instinctively (decisions), follows the path of
least resistance.
Sum of these tiny decisions is the performance of the day
5. Key person do not seem
to have responsibility to
decide or to deliver, but
they seemed to have
infinite authority to block
people from doing
anything
Accept them as UNOFFICIAL Boss
6. Re-Visit
Assumptions
• We live our life based on certain
assumptions
• We test these assumptions with
each experience and with each
passing day
• We need to revisit the
assumptions and prepare to take
charge of our development
7. Learn to work in Three Stages
Initial
years
• Known Target
• Known
Resources
Middle
Part of the
Career
• Resources not
entirely within
the control
Senior
Roles
• No control
over Resources
• No control
over People
Known
Problems
Known
Solutions
Un Known
Problems
Known
Solutions
Un Known
Problems
Un Known
Solutions
8. Practical
Intelligence
IQ
1904, Alfred Binet
Testing: Judgment,
Comprehension, Reasoning
Emotional Intelligence
1995, Daniel Goleman
Testing: Tact, Human
Interactions, Emotional & Social
Variables
Social Intelligence
Goleman
Testing: Neurons of your brain
connects with the brains of those
around you
Political Intelligence
Roderick Kramer, Standford Business School
Sizing up people for their weakness rather
than strengths and playing on weakness
Multiple Intelligence
Prof. Howard Gardner
Evaluate Intelligence and
Achievement
1. Disciplined Mind
2. Synthesizing Mind
3. Creating Mind
4. Respectful Mind
5. Ethical Mind
10. Fixed Mindset
Your abilities are fixed and
success comes out of
repeatedly using the same
abilities
Growing Mindset
Your abilities can change if you
learn from mistakes and are
willing to put in the effort
Signature of mediocrity is NOT an unwillingness to change
It is chronic inconsistency
11. Employees Expecting from Boss
1. Feedback
2. Empowerment
3. Coaching
4. Transparency
5. Recognition
6. Opportunity
7. Clear Tasks
8. Access
9. Respect for Personal Time
During a career, report to 10 direct bosses and 10 indirect bosses of those bosses
12. Boss expecting from Employees
1. 100% effort
2. Loyalty
3. Honesty
4. Get-it-done Results
Irrespective of what you think of the BOSS, you have to accept the BOSS
13. Self Discipline
Self Discipline is conscious practice of
controls, habits and restraints,
imposed by one self and
demanded by the profession
14. Fanatic Discipline
• Consistency of action
• with values
• With long-term goals
• Legitimate form of
discipline is self-
discipline
• Having inner WILL to
create great outcome,
no matter how difficult
• NOT regimentation
• NOT measurement
• NOT hierarchical
obedience
• NOT adherence to
bureaucratic rules
15. Responsibility Meter
Freedom
• Be Free
• Enjoy the moment
• Be widely passionate
• Have a fabulous time
• Live in the now
Responsibility
• Be Responsible
• Set your goals
• Keep your promises
• Get important things done
• Fulfill your duties
16. Beliefs
Ways of seeing the
world
Guide how people
do things
Examples:
In listening
In seeing + of every other person
In timing
In every one has some potential
In no one is useless
17. Limiting Beliefs
• Dominant belief : we are
not able to fulfill our
desires
• Common Belief: our
powerlessness
• BeliefCenter: Unworthiness
–we don not deserve to
have what we truly desire
As human beings
we all have
some
limiting beliefs
based on
industry best
practices
and
incidences of
failures
18. Breaking the limiting beliefs
stretch goals helps
Will power:
a maniacal focus on goal
Willingness to pay the price
Ability to defeat any
opposition
Surmount any obstacles
Erode the vision
Mobilize through Fear
Negative Vision: Focusing on
getting away from what we
don’t want rather than what
we want
Anti drugs, anti nuclear
power, anti smoking, anti-
abortion, anti corruption
20. EXTRAORDINARY!
• Removing Limiting beliefs
helps in delivering
extraordinary throughput
with ordinary people.You are
doing so
many
good
things
everyday
22. Power of powerlessness
• Dominant belief that we are not able to fulfill our
desires.
• Most of us hold one of two contradictory beliefs
that limit our ability to create what we really
want.
1. Belief in powerlessness – our inability to bring
into being all the things we really care about
2. Belief centers on unworthiness – that we do not
deserve to have what we truly desire.
23. At the age of 2
• As children, we learn our limitations are.
Children are rightfully taught limitations
essential to their survival.
• But too often this learning is generalized.
• We are constantly told we can’t have or can’t
do certain things and we may come to assume
that we have inability to have what we want.
24. Cultural Change
• Culture is the result of all the daily
conversations and negotiations between the
members of an organization.
• If you want to change a culture you have to
change all these conversations or at least the
majority of them.
“the way things
are”
25. • Gradually creating an environment where the
wrong pepole felt incresingly uncomfortable
and evetually retired or decided to go
elsewhere
26. Synchronize
• If any organization was built for a purpose and
any organization is composed of more than
one person, then we must conclude that the
purpose of the organization requires the
synchronized effort of more than one person.
• Otherwise we would not create an
organization, the effort of individuals would
suffice.
27. Alignment
(Beliefs, Assumptions & Thought)
College /
University
Policies
D
e
p
t
.
Mgmt.
Teaching Staff,
Non-Teaching Staff, Supporting Staff,
Students, Parents,
Department,
Exam cell, Attendance Cell
28. Players on the team constantly
make instant decisions about
the way the competition is
shaping itself and
intuitively pass the ball to a teammate to counter
the defense,
never worrying about who gets the credit.
Basket
Ball
29. • Basketball is a game
of
• speed,
• urgency, and
flexibility
• that demands a high
level of
synchronization.
30. CHAIN
If synchronized efforts
If we need
synchronized efforts,
then the contribution
of any single person to
the organization’s
purpose is strongly
dependent upon the
performance of
others.
31. CHAINS
The contribution of
one link is strongly
dependent on the
performance of the
other links,
we cannot ignore the
fact that organizations
are not just a pile of
different links, they
should be regarded as
CHAINS
32. The strength of the chain is –
the weakest link
weakest link
33. Weakest link
• Every grid can be viewed as composed of
several independent chains.
• The more complex the organization- the more
interdependencies between the various links –
composed of smaller number of
dependent/independent chains.
The first step to improve an organization must be to identify the weakest link
34. Every link is important
If the links are different then we use
the principle of the twenty- eighty rule
(20-80).
20% of the variables are responsible
for 80% of the result.
35. Long-term strategy –
purpose beyond
salary/profitability
Measurement issues –
performance of student &
staff
General attitude of passing
the ball (blame others for
mistakes/failures)
Internal Marks
Attendance
Lack of interest
Extra & Co-Curricular
activities
All Activities
Interconnected
36. Failure / Mistake
• It is, simply, a shortfall, evidence of the gap
between vision and current reality.
• It is an opportunity for learning about
inaccurate pictures of current reality
• About strategies that did not work as
expected
• About the clarity of vision
• They are NOT about our unworthiness or
powerlessness
A mistake is an event, the full benefit of which has not yet been turned to
your advantage
37. Work place involves
intense contacts with people,
practical experience,
working relationships with less
capable colleagues,
rivalry –driven people,
gossiping people,
self-centered people.
38. Behaviour is a planned
balance between
expressing your
personality and
managing the
impressions of those
whom you
wish to relate with
39. Every day work means that you
are taking number of
tiny decisions and
are swimming in an ocean
full of small mistakes
by you and by others
40. S e r v e
C u s t o m e r s
B o s s
Colleagues
Team Work
Relationship
Subordinates
41. Deep Learning Cycle
reinforces the
Learning Culture
Deep
Learning
Cycle
Beliefs
and
Assumptions
Established
Practices
Knowledge
Skills
Talents
Network
of
Relationships
42. Excellence
• The desire to excel is exclusive of the fact
whether someone else
appreciates it or not. "Excellence" is a drive
from inside, not
outside. Excellence is not for someone else
to notice but for your
own satisfaction and efficiency
43. Excellence
• Excellence" is an inner call a passion once we
develop this as a HABIT as
a behaviour you need no
supervision. Happiness is a by product of such
performance.
Do not confuse growth with Excellence.
Big does not equal with Great
44. • “To look inward” to discover your own internal
standards
• Always aim for the “Perfection” rather than
just being “best”
• In the presence of greatness pettiness
disappears. In the absence of a great dream
pettiness prevails.
46. Performance Management Routines
• Simple performance appraisal
• Recognition needs, Relationship needs, Goals
and Talent/Nontalents- Frequent interactions
• Focus on the future- achievement in next 3
months
• Self-discovery - Keep track record of own
performance and learning
47. Re- Visit
• We lost sight of what we are.
• You can not afford to leave yourself exposed
to unforseen events
• We have to reinvent ourselves continually
48. Re-visit Assumptions
• Volatility shortens the life span of any
business model
• Re-visit your goals and key performance
indicators, tracking progress toward them and
taking corrective actions more often.
• Increase your “frequency of controls”, setting
targets on a monthly/weekly basis.
49. Things that are bad for you seduce
you easily; you run towards them
impatiently.
But things are actually good for you
fail to attract you; you shun them
creatively, finding powerful excuses
to justify your procrastination.
50. 1. Keep physically fit because it is linked to
emotional fitness
2. Accept uncertainty and ambiguity as natural
to the workplace
3. Confront reality
4. You are paid to solve problems
5. Lean from your and other’s mistakes
6. Develop the capacity to bounce back after
near death
7. Enjoy what you do and do what you enjoy
Happiness comes out of Good Health and Warm Relationships
51. Every day, are you
using your energy
OR
wasting you energy?