Michael is an engaging communicator who is focused on motivating people and driving results through collaboration. He understands people well and uses that to influence and persuade others. Michael is a self-starter who delegates details and applies pressure for results through selling ideas rather than dictating. To be effective, he needs opportunities for interaction, independence from routines, and advancement that utilizes his leadership and motivational skills.
Put your brilliant business ideas to action. Here are easy to implement leadership actions to get your strategic initiative on track to deliver results.
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.
Strengths-based Manager's Guide to Personal DevelopmentMeiling Tan
As a manager, how do you develop your leadership abilities and recognize how you uniquely lead your team? Check out this quick guide, designed for managers to invest in their strengths for greater growth.
Check out the full guide at: http://strengthsschool.com/strengthsfinder-blog/managers-personal-development
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
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.
Employee Alignment is a critical factor in driving strategic execution. A strategy plan such as a balanced scorecard is not enough because it doesn't define specific employee performance objectives aligned to the strategy. Goal setting is not so much about using the right software, it is about executive and management capability in setting and communicating strategic alignment.
Successful strategy execution requires people doing something different. Savvy change leaders know how to set the direction to get everyone onboard so people work in the new way to achieve the business outcomes. This presentation provides leadership tips and tools to make your strategy work.
5 Levels of Leadership for New Sales MangersGeorge Ferko
Talk delivered by George J. Ferko V on the five levels of leadership in his journey through the sales management.
Core material of this talk is from John Maxwell's "The 5 Levels of Leadership" and is protected under copyright law.
Put your brilliant business ideas to action. Here are easy to implement leadership actions to get your strategic initiative on track to deliver results.
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.
Strengths-based Manager's Guide to Personal DevelopmentMeiling Tan
As a manager, how do you develop your leadership abilities and recognize how you uniquely lead your team? Check out this quick guide, designed for managers to invest in their strengths for greater growth.
Check out the full guide at: http://strengthsschool.com/strengthsfinder-blog/managers-personal-development
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
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.
Employee Alignment is a critical factor in driving strategic execution. A strategy plan such as a balanced scorecard is not enough because it doesn't define specific employee performance objectives aligned to the strategy. Goal setting is not so much about using the right software, it is about executive and management capability in setting and communicating strategic alignment.
Successful strategy execution requires people doing something different. Savvy change leaders know how to set the direction to get everyone onboard so people work in the new way to achieve the business outcomes. This presentation provides leadership tips and tools to make your strategy work.
5 Levels of Leadership for New Sales MangersGeorge Ferko
Talk delivered by George J. Ferko V on the five levels of leadership in his journey through the sales management.
Core material of this talk is from John Maxwell's "The 5 Levels of Leadership" and is protected under copyright law.
The Predictive Index is a simple methodology that allows for business owners and managers to understand their employees and potential employees through a very simple personality test. The subject rates themselves according to how others view them, along with how they view themselves. The attributes the individual chooses, along with the consistency between options, provides a remarkably accurate representation of the individual's tendencies and workplace behavior. Use this metric to determine my value to your company or your mission. If you agree with or need those who fit this metric, please don't hesitate to reach out to me.
1. Summary of Predictive Index® Results
Michael Ellis
Survey Date : 3/9/2015
Report Date : 3/9/2015
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
Michael will most strongly express the following behaviors:
Proactively connects quickly to others; he's open and sharing of himself. Builds and leverages
relationships to get work done.
Comfortably fluent and fast talk, in volume. He enthusiastically persuades and motivates others
by considering their point of view and adjusting his delivery.
Collaborative; usually works with and through others. 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.
Impatient for results, he puts pressure on himself and others for rapid implementation, and is far
less productive when doing routine work.
2. Michael Ellis
Page 2
SUMMARY
Michael is an engaging, stimulating communicator, poised and capable of projecting enthusiasm and
warmth, and of motivating other people.
He has a strong sense of urgency, initiative and competitive drive to get things done, with emphasis on
working with and through people in the process. He understands people well and uses that
understanding effectively in influencing and persuading others to act.
Impatient for results and particularly impatient with details and routines, Michael is a confident and
venturesome "doer" and decision-maker who will delegate details and can also delegate responsibility
and authority when necessary. Michael is a self-starter who can also be skillful at training and
developing others. He applies pressure for results, but in doing so, his style is more "selling" than
"telling".
At ease and self-assured with groups or in making new contacts, Michael is gregarious and extroverted,
has an invigorating impact on people, and is always "selling" in a general sense. He learns and reacts
quickly and works at a faster-than-average pace. Able to adapt quickly to change and variety in his
work, he will become impatient and less effective if required to work primarily with repetitive routines
and details.
In general terms, Michael is an ambitious and driving person who is motivated by opportunity for
advancement to levels of responsibility where he can use his skills as team builder, motivator and
mover.
MANAGEMENT STYLE
As a manager of people or projects, Michael will be:
Broadly focused; his attention is on where he's bringing his team, and what goals he wants them
to achieve, rather than on the specifics of how they will get there
Strongly focused on cohesion, communication, morale, and team accomplishment; he achieves
his goals through them and with them
Comfortable delegating authority; he is eager to discuss his ideas with others is amenable to
changing his mind if it helps his overall goal
At ease in delegating details and implementation plans
Quick, friendly and broadly-focused when following-up on delegated tasks; he is eager to get
details completed quickly, freeing up his team to work on the next objective
Flexible in working with different kinds of people
Engaging and enthusiastic – confident in his ability to persuade others towards his point-of-view.
INFLUENCING STYLE
As an influencer, Michael will be:
Confident and persuasive in guiding the process towards his goal
Eager to keep the process moving along as quickly as possible; utilizes persuasion, not pressure,
to gain agreement