This document provides a personal development chart analyzing an individual's behavioral drives as measured by The Predictive Index assessment. The chart describes the person's natural strengths and areas for caution within each of four behavioral dimensions: dominance, extraversion, patience, and formality. It also offers self-coaching tips to help balance each behavioral style in different situations.
Leading People Through Change: 7 Critical Success FactorsMichael Strübin
Claire McCarthy Garets and Dave Garets explain the seven critical success factors of change management in healthcare IT. Presentation given at World of Health IT 2014 in May 2014 in Nice. Uploaded with permission from the presenters.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.
Maxwell Method of Disc profile-cards-v2Esther998790
DISC Profile Card Summary
Disclaimer: Copyrights Reserved.
This is only for personal usage. We are not allowed to post this online or photocopy for other training/coaching usage without permission.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create.
We hear so much these days about the difference between being agile, and doing agile. It’s the agile mindset that enables teams, and organisations, to truly adopt the agile values and principles to reap real benefits, not simply do the agile practices and ceremonies.
Mindfulness is the secret ingredient that enables the agile mindset. Mindful agile is the perfect combination of the agile mindset with mindfulness that enables teams and organisations to build an agile culture that truly embodies the agile values and principles. It allows teams to work together with greater cooperation to truly collaborate, overcome difficulties, share ideas, and challenge each other without falling into chaos and conflict. Through mindfulness, teams communicate more effectively, think more clearly and increase creativity that drive innovation.
Leading People Through Change: 7 Critical Success FactorsMichael Strübin
Claire McCarthy Garets and Dave Garets explain the seven critical success factors of change management in healthcare IT. Presentation given at World of Health IT 2014 in May 2014 in Nice. Uploaded with permission from the presenters.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
One of the key factors in a successful project is buy-in, the process that gets staffers, board members, and other participants to adopt the goals of the project as their own. Because buy-in is so important--even crucial--it is worth spending time to achieve it. Richard Miller, Nebraska Library Commission Library Development Director, will discuss proven techniques for getting buy-in, and making sure that everyone is on board.
Maxwell Method of Disc profile-cards-v2Esther998790
DISC Profile Card Summary
Disclaimer: Copyrights Reserved.
This is only for personal usage. We are not allowed to post this online or photocopy for other training/coaching usage without permission.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create.
We hear so much these days about the difference between being agile, and doing agile. It’s the agile mindset that enables teams, and organisations, to truly adopt the agile values and principles to reap real benefits, not simply do the agile practices and ceremonies.
Mindfulness is the secret ingredient that enables the agile mindset. Mindful agile is the perfect combination of the agile mindset with mindfulness that enables teams and organisations to build an agile culture that truly embodies the agile values and principles. It allows teams to work together with greater cooperation to truly collaborate, overcome difficulties, share ideas, and challenge each other without falling into chaos and conflict. Through mindfulness, teams communicate more effectively, think more clearly and increase creativity that drive innovation.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
Score InterpretationScoreComment12-20You most commonly ado.docxjeffsrosalyn
Score Interpretation
Score
Comment
12-20
You most commonly adopt an authoritarian or autocratic leadership style. You rarely consult your team members and, instead, tend to tell them what you want, when you want it, and how you want it done.
This style works well in a crisis, when a task must be completed quickly. However, you'll likely demoralize, demotivate and aggravate people if you use it all the time. This can translate into high absenteeism and turnover rates. You'll also miss out on a wealth of ideas, thereby stifling innovation and creativity. Read more below.
21-27
You lean toward a democratic or participative style of leadership. You tend to set the parameters for the work and have the final say on decisions, but you actively involve your team members in the process.
This style can build trust between you and your people, as they'll likely feel engaged and valued. But it's not great in a high-pressure situation that requires a fast turnaround, as it will slow you down. And, if you dislike disagreement or conflict, you might struggle with how people respond to consultation. Read more below.
28-36
Your default leadership style is probably delegating or "laissez faire." You give your team members free rein in how they work toward their goals.
This is an ideal approach when your people are highly skilled and motivated, and when you're working with contractors and freelancers who you trust. But if a team member is inexperienced or untrustworthy, or if you lose sight of what's going on, this approach can backfire catastrophically. Read more below.
Do you believe that you can adapt your style? Harvard University professor Ron Heifetz and leadership experts David Rooke and William Torbert say that you can. So let's look in more depth at Lewin's leadership styles, their strengths and risks, and how you might become more skillful in using them.
Authoritarian, Autocratic Leadership
This approach is helpful when your team needs to follow a process "to the letter," to manage a significant risk. It's also effective when you need to be hands-on with people who miss deadlines, in departments where conflict is an issue, or in teams that rely on quick decisions being made.
But you need to be aware that relying on control and punishment to maintain standards will likely drive people away. Similarly, if you always demand that your team works at top speed, you can end up exhausting everyone.
Instead, you can show respect for team members by providing the rationale for your decisions. And they will more likely comply with your expectations if you take the trouble to explain Why the Rules Are There .
You can improve your ability to "lead from the front" by Planning for a Crisis , Thinking on Your Feet , and making good decisions under pressure . But be sure to balance these skills with an awareness of their potential negative impact on creativity, ideas gathering, motivation, and trust within the team.
Being too autocratic can also mean that you'll fi.
There are charismatic leaders and there are strategic leaders. Strategic Leadership is the ability to influence others to engage their own agency in making decisions that enhance the prospects for an organization's success while maintaining financial sustainability.
what is leadership?
what is leader?
about leadership skills:
1.problem solving
2.dependability
3.decisiveness
4.integrity
5.team building
6.ability to teach and mentor
A brief introduction covering Project Management Leadership and Ethics. The slides include 5 best practices of exemplary leadership, leadership styles, emotional intelligence, and diversity wheel.
Rubric
Oral Presentation - RUBRIC
Aspect
Excellent
(A = 4)
Good
(B = 3)
Satisfactory
(C = 2)
Needs Improvement
(D = 1)
Score
Introduction
(1) Gains the attention of the Audience,
(2) Clearly identifies the topic,
(3) Establishes credibility,
(4) Previews the rest of the speech
Meets any three of the four criteria
Meets any two of the four criteria
Meets only one of the four criteria
Preparation
Completely prepared, has obviously rehearsed the speech.
Prepared, but could use additional rehearsals.
Somewhat prepared, but it seems that the speech was not rehearsed.
Unprepared
Enthusiasm
Facial expression and body language convey strong enthusiasm and interest
Facial expression and body language sometimes convey strong enthusiasm and interest
Facial expression and body language seem contrived
Apparent disinterest in the topic
Eye Contact
Eye contact with audience virtually all the time (except for brief glances at notes)
Eye contact with audience less than 75% of the time
Eye contact with audience less than 50% of the time
Little or no eye contact
Use of Language
Use of language contributes to effectiveness of the speech, and vocalized pauses
(um uh er etc.)
not distracting
Use of language does not have negative impact, and vocalized pauses
(Um uh er etc.)
not distracting
Use of language causes potential confusion, and/or vocalized pauses
(Um uh er etc.)
are distracting
Use of language is inappropriate
Confidence
Speaks neither too quickly nor too slowly
Speaks either slightly too quickly or too slowly
Speaks either too quickly or too slowly
Tempo of speech is inappropriate
Clarity
Speaks clearly and distinctly all the time, no mispronounced words
Speaks clearly and distinctly nearly all the time, no more than one mispronounced word
Speaks clearly and distinctly most of the time, no more than one mispronounced word
Often mumbles or can not be understood, more than one mispronounced word
Topic
Well focused, creative and appropriate
Appropriate and reasonably focused
Topic is appropriate but lacks some focus or strays a bit
Inappropriate topic
Visual Aids
Visual aids well chosen and presented
Minor problems with visual aids
Significant problems with visual aids
No visual aids
Conclusion
(1) Cues the audience that the end of the speech is at hand
(2) Brings closure
(3) Memorable
Cues the audience and brings closure
Brings closure
Does not bring closure; the audience is left hanging
Questions
Able to answer all questions
Able to answer most questions
Able to answer some questions
Unable to answer most questions
Your go-to leadership style:ENERGIZER
You know how to create and articulate a strategic vision. Both amiable and determined, you generate energy and draw on the energy of people around you. As a result, you are good at building enthusiasm and inspiring strong efforts and performance in others. Colleagues are likely to find you cooperative, positive, and team-focused, and your leadership style may help them see the purpose.
Similar to Philip__Dana-PersonalDevelopmentChart (20)
It takes a Tribe of Elite Employer Partners....Dendreon
It takes a deep partnership to identify the right roles, within the right organizations, with the right culture to allow for the successful hire of Elite Talent from Navy SEALs and SpecOps Forces communities.