Greg is an enthusiastic communicator who is poised, convincing and capable of motivating people. He has a strong sense of urgency and drive to get things done by working with and through others. As a manager, Greg will be broadly focused, comfortable delegating, quick to follow-up, and impatient for results while using persuasion to motivate teams. He learns and reacts quickly and prefers flexibility and involvement with people over repetitive tasks.
Inspire Action – Set Clear Goals
Among the top reasons that individuals and teams fail to achieve their goals is that they don’t know what their goals are. Competent and courageous leaders assure that this predictable and avoidable cause of failure does not undermine their people’s results. This kind of leadership doesn’t happen by accident. Goals must have the support and commitment of the team. Knowing how to measure success is vital to achieving that success. Often people are unclear as to who their customer is, and what matters to them. Tracking status and progress vs. goals must make clear whether they are on track or off track, and what to do about it. The overall long-term goals must be kept clearly in mind even while day to day tasks tend to dominate people’s attention. As a leader you must assure that your people have a clear and vivid understanding of the goals and their role in helping to achieve them. Teams that don’t have a clear view of the path forward slow down, like cars driving in heavy fog on a dark night. Keeping the goal clear and providing frequent feedback on the progress being made can increase team performance by over 50%. Assuring that your team has clear goals and understands the priorities to be used in making the inevitable trade-offs required on the road to those goals, is one of your most important leadership responsibilities. Even seemingly impossible results can be achieved through a combination of a clear vision of the desired future state, a commitment to action, and execution with excellence. Leaders set their teams up for success by helping them to set SMART goals, those that are Specific, Measurable, Actionable, Relevant and Time-bounded, and then by tracking and making visible their progress. This module will assure that you never again spend your time trying to figure out “how” to do something until you know “what” you intend to accomplish.
How to Increase Your Odds for Implementing Your Strategic PlanApptivo
Webinar brought to you by 60 Minute Strategic Plan (http://www.60minutestrategicplan.com/) and Trusted Business (http://trustedbusiness.com). Anne Marie covers the 8 steps to implementing a plan.
The Predictive Index Behavioral Assessment objectifies workplace behaviors so you can predict the drives and motivations of others and communicate more effectively.
It is a highly effective, yet simple, scientifically-validated assessment that measures four core behavioral drives. Where these drives fall creates a behavioral pattern that provides a simple framework for understanding the workplace behaviors of people.
Abney Ramsay Associates: The 5 C's of People Managementalaynaduval
Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
Preparing to win outlines the eight basic steps required to achieve optimal result. it centers on the wisdom that true success or great performance revolves around the exercise of our personal power. we have the power to control our behaviour and preparation.
What happens when the project goal is not clearOrangescrum
A well-defined Project goal helps complete a project successfully. What if the goal is not clear but you're not sure whether it's right for you or not?
Inspire Action – Set Clear Goals
Among the top reasons that individuals and teams fail to achieve their goals is that they don’t know what their goals are. Competent and courageous leaders assure that this predictable and avoidable cause of failure does not undermine their people’s results. This kind of leadership doesn’t happen by accident. Goals must have the support and commitment of the team. Knowing how to measure success is vital to achieving that success. Often people are unclear as to who their customer is, and what matters to them. Tracking status and progress vs. goals must make clear whether they are on track or off track, and what to do about it. The overall long-term goals must be kept clearly in mind even while day to day tasks tend to dominate people’s attention. As a leader you must assure that your people have a clear and vivid understanding of the goals and their role in helping to achieve them. Teams that don’t have a clear view of the path forward slow down, like cars driving in heavy fog on a dark night. Keeping the goal clear and providing frequent feedback on the progress being made can increase team performance by over 50%. Assuring that your team has clear goals and understands the priorities to be used in making the inevitable trade-offs required on the road to those goals, is one of your most important leadership responsibilities. Even seemingly impossible results can be achieved through a combination of a clear vision of the desired future state, a commitment to action, and execution with excellence. Leaders set their teams up for success by helping them to set SMART goals, those that are Specific, Measurable, Actionable, Relevant and Time-bounded, and then by tracking and making visible their progress. This module will assure that you never again spend your time trying to figure out “how” to do something until you know “what” you intend to accomplish.
How to Increase Your Odds for Implementing Your Strategic PlanApptivo
Webinar brought to you by 60 Minute Strategic Plan (http://www.60minutestrategicplan.com/) and Trusted Business (http://trustedbusiness.com). Anne Marie covers the 8 steps to implementing a plan.
The Predictive Index Behavioral Assessment objectifies workplace behaviors so you can predict the drives and motivations of others and communicate more effectively.
It is a highly effective, yet simple, scientifically-validated assessment that measures four core behavioral drives. Where these drives fall creates a behavioral pattern that provides a simple framework for understanding the workplace behaviors of people.
Abney Ramsay Associates: The 5 C's of People Managementalaynaduval
Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
Preparing to win outlines the eight basic steps required to achieve optimal result. it centers on the wisdom that true success or great performance revolves around the exercise of our personal power. we have the power to control our behaviour and preparation.
What happens when the project goal is not clearOrangescrum
A well-defined Project goal helps complete a project successfully. What if the goal is not clear but you're not sure whether it's right for you or not?
Rodan + Fields - Redefining Business Ownership Jayne Brodie
Rodan + Fields - Partnering With Entreprenuers to Deliver BreakThrough Products & Substantial Income Potential
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1. Summary of Predictive Index® Results
Greg DePinto
Survey Date : 12/10/2012
Report Date : 12/10/2012
The results of the Predictive Index® survey should always be reviewed by a trained Predictive Index
analyst. The PI® report provides you with a brief overview of the results of the Predictive Index® and
prompts you to consider many aspects of the results not contained in the overview. If you have not yet
attended the Predictive Index Management Workshop™, please consult someone who has attended in
order to complete the report.
STRONGEST BEHAVIORS
Greg 's PI Pattern is extremely wide, which means that his behaviors are very strongly expressed and
his needs are very strongly felt.
Greg will most strongly express the following behaviors:
Connecting very quickly to others, he's strongly motivated to build and leverage relationships to
get work done. Openly and easily shares information about himself.
Strikingly expressive, effusive, and verbal in communicating; he talks a lot, and very quickly.
Enthusiastically persuades and motivates others by adjusting his message and delivery to the
current recipient.
Very collaborative, he works almost exclusively with and through others. Strong intuitive
understanding of team cohesion, dynamics, and interpersonal relations.
Proactivity, assertiveness, and sense of urgency in driving to reach his goals. Openly challenges
the world around him.
Independent in putting forth his own ideas, which are often innovative and, if implemented,
cause change. Resourcefully works through or around anything blocking completion of what he
wants to accomplish; aggressive when challenged.
2. Greg DePinto
Page 2
Impatient for results, he puts pressure on himself and others for rapid implementation, and is far
less productive when doing routine work.
SUMMARY
Greg is an enthusiastic communicator, poised, convincing and capable of projecting friendliness and
warmth, and of motivating other people.
He has a strong sense of urgency, initiative and drive to get things done correctly, with emphasis on
working with and through people in the process. He understands people well and uses that
understanding effectively in motivating and persuading others to act.
Very impatient for results and for the achievement of his goals, Greg is a self-starter and has sufficient
self-confidence to make decisions under pressure. Those decisions will be carefully considered, and he
will use the ideas and advice of other people to help the process along.
At ease and self-assured with groups or in making new contacts, Greg is affable and extroverted, and is
always "selling" in a general sense. He has particular aptitude for training and bringing out the best in
others, and takes pride in contributing to the business' success in that way. He can delegate both
authority and details carefully and with close follow-up. He will apply pressure to others for results,
doing so persuasively, in a friendly and helpful manner.
Greg learns and reacts quickly and works at a faster-than-average pace. He handles details quickly and
accurately, but will become less effective if required to work continuously with repetitive tasks.
MANAGEMENT STYLE
As a manager of people or projects, Greg will be:
Broadly focused with some tactical bearing; his attention is on where he's bringing his team, and
what goals he wants them to achieve, while reserving some focus for the specifics of how they
will get there
Comfortable delegating authority and details; he values and solicits the input of others
Quick and amiable in following-up, ensuring that all work has been done in a correct and timely
fashion
Fast moving and impatient for results; he is a decisive leader who puts pressure on himself and
others using persuasion more than power to get things done
Inclusive and team-building – a confident, authoritative influence on others; he places value on
the power of the team towards accomplishing his goals
Poised and assertive – focused on getting things done quickly, on-time, and correctly.
SELLING STYLE
As a salesperson, Greg will be:
Persuasive and confident in guiding the process towards his goal
Driven to keep the process moving along quickly; ensuring that his prospects' needs are met,
their questions answered, and the details finalized
Motivated in working with and through others to facilitate the sale; confident in his abilities to
persuade and influence others