Suraj Singh Negi completed an Influencing Styles Personal Profile. The report identifies his primary influencing style as Advocate based on his scores. As an Advocate, he initiates discussions, proposes suggestions backed by facts, and is willing to debate ideas. His secondary style is Aligner, where he seeks input from others and emphasizes shared goals. The report provides tips to develop other styles and balance when using his primary style. It also includes a detailed breakdown of each style to help him understand strengths and areas for growth in influencing others.
Identity Self-Perception Business Personality Questionnaire Pre Interview ReportPsyAsia International
This report is designed to support an interview. Typically, behavioural questions that focus on what the candidate has personally done in the past are generally the most predictive for future job performance.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
The following slides describe how pharmacists can have better professional relationships which are fundamental to pharmacy practice. Effective professional relationships are vital in leading others, teaching and coaching performance, negotiating win-win solutions, and resolving conflict in pharmacy organizations. Good professional relationships help improve communications, make work more enjoyable, and increase opportunities for success.
Andrea Henderson's personality profile indicates she prefers organizational roles that allow her to use her knowledge and think things through logically. She enjoys discussing ways to improve processes and approaches issues in a low-key, reliable manner. Andrea needs clear guidelines, input on changes, and dependable information. She is motivated by discussing ideas to find solutions and make decisions carefully considering pros and cons. Frustration occurs when faced with unrealistic deadlines, lack of structure, or people who fail to consider others.
Identity Self-Perception Business Personality Questionnaire Feedback ReportPsyAsia International
This document provides a self-perception feedback report for an individual based on their responses to a personality questionnaire. The report first outlines key points about self-perception reports and then provides a detailed analysis of the individual's responses in areas related to interpersonal behavior, cognitive preferences, and task approaches. For each area, the report describes the individual's results, potential strengths and weaknesses of their style based on the responses. The goal is to provide the individual insight into how others may perceive them and areas for potential development.
Identity Self-Perception Business Personality Questionnaire Careers ReportPsyAsia International
The Careers Feedback Report can help decision makers gain an insight into a candidate's preferences, style of learning and which vocations may be best suited to their interests. The results are intended to help guide decision makers towards potential careers, occupations or educational programmes that the candidate might enjoy rather than providing a prescription of what the candidate should be doing.
This report has been generated based upon the test candidate's responses to the 'identity' questionnaire i.e. it is a 'self-perception' report. It is important to keep in mind that the report measures the candidate's preferences, not their skills or abilities.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
The Communication Gym® Handling Conflict with Styledalepfallon
This document discusses a training program that teaches participants about different communication styles and how to handle conflict effectively with each style. The program helps people understand their own natural style, recognize styles in others, and develop strategies for adapting their approach based on the other person's style. It provides tips for communicating with each of the four main styles - Dominant, Influence, Steady, and Compliant - during conflict situations. Participants are guided to develop their own preferred conflict strategies and approaches for different styles.
Universal self perception social style & versatility profileAzvantageLLC
The Universal SOCIAL STYLE Self-Perception Profile uses a self-completed online questionnaire to measure a person’s own view of his or her SOCIAL STYLE and Versatility. An electronic profile is immediately generated that explains the results and provides guidance about effectively applying SOCIAL STYLE. The Improving Personal Effectiveness with Versatility (IPEV) Concepts Guide is included with the profile.
Identity Self-Perception Business Personality Questionnaire Pre Interview ReportPsyAsia International
This report is designed to support an interview. Typically, behavioural questions that focus on what the candidate has personally done in the past are generally the most predictive for future job performance.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
The following slides describe how pharmacists can have better professional relationships which are fundamental to pharmacy practice. Effective professional relationships are vital in leading others, teaching and coaching performance, negotiating win-win solutions, and resolving conflict in pharmacy organizations. Good professional relationships help improve communications, make work more enjoyable, and increase opportunities for success.
Andrea Henderson's personality profile indicates she prefers organizational roles that allow her to use her knowledge and think things through logically. She enjoys discussing ways to improve processes and approaches issues in a low-key, reliable manner. Andrea needs clear guidelines, input on changes, and dependable information. She is motivated by discussing ideas to find solutions and make decisions carefully considering pros and cons. Frustration occurs when faced with unrealistic deadlines, lack of structure, or people who fail to consider others.
Identity Self-Perception Business Personality Questionnaire Feedback ReportPsyAsia International
This document provides a self-perception feedback report for an individual based on their responses to a personality questionnaire. The report first outlines key points about self-perception reports and then provides a detailed analysis of the individual's responses in areas related to interpersonal behavior, cognitive preferences, and task approaches. For each area, the report describes the individual's results, potential strengths and weaknesses of their style based on the responses. The goal is to provide the individual insight into how others may perceive them and areas for potential development.
Identity Self-Perception Business Personality Questionnaire Careers ReportPsyAsia International
The Careers Feedback Report can help decision makers gain an insight into a candidate's preferences, style of learning and which vocations may be best suited to their interests. The results are intended to help guide decision makers towards potential careers, occupations or educational programmes that the candidate might enjoy rather than providing a prescription of what the candidate should be doing.
This report has been generated based upon the test candidate's responses to the 'identity' questionnaire i.e. it is a 'self-perception' report. It is important to keep in mind that the report measures the candidate's preferences, not their skills or abilities.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
The Communication Gym® Handling Conflict with Styledalepfallon
This document discusses a training program that teaches participants about different communication styles and how to handle conflict effectively with each style. The program helps people understand their own natural style, recognize styles in others, and develop strategies for adapting their approach based on the other person's style. It provides tips for communicating with each of the four main styles - Dominant, Influence, Steady, and Compliant - during conflict situations. Participants are guided to develop their own preferred conflict strategies and approaches for different styles.
Universal self perception social style & versatility profileAzvantageLLC
The Universal SOCIAL STYLE Self-Perception Profile uses a self-completed online questionnaire to measure a person’s own view of his or her SOCIAL STYLE and Versatility. An electronic profile is immediately generated that explains the results and provides guidance about effectively applying SOCIAL STYLE. The Improving Personal Effectiveness with Versatility (IPEV) Concepts Guide is included with the profile.
Sample leadership communication audit reportKim Campbell
This slidedeck shows the kind of personalized report that can be offered to individual leaders as the result of a leadership communication audit. The audit methods are based on the competing values framework (Quinn and colleagues), leader-member exchange (Graen and colleagues), and rapport management (Campbell and colleagues).
This document discusses social styles and gender differences in communication. It introduces four social styles - analytical, amiable, driver, and expressive - which are based on levels of assertiveness and responsiveness. Each person has a dominant style that can be flexed to communicate more effectively with others. The document also explores existing research on gender differences in areas like the use of talk, humor, conflict resolution, interruptions, and gossip, noting these as cultural differences rather than hard rules. Understanding social styles and gender differences can help improve communication skills.
Managerial self perception social style & versatility profileAzvantageLLC
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.
This document discusses technical communication and provides information on various related topics. It defines technical communication as communicating scientific, engineering, or other technical information [1]. It notes that graduate engineers typically spend 50-75% of their time communicating through writing reports, memos, and other documents [2]. Technical communication has specific characteristics such as addressing particular readers and using design to increase readability [3]. The document also discusses different types of technical writing such as proposals, manuals, and research papers [4].
The document describes 6 common leadership styles: visionary, coaching, democratic, affiliative, pacesetting, and commanding. Each style is defined in 1-2 sentences. The visionary style focuses on inspiring others with a long-term direction and vision. The coaching style aims to develop individuals professionally long-term. The democratic style builds commitment through group decision making. The affiliative style prioritizes relationships and harmony. The pacesetting style accomplishes tasks to a high standard. The commanding style demands immediate compliance. The document then provides more details on when each style is most and least effective.
Bradley Kraay took a behavioral assessment that analyzed his responses in four dimensions of normal behavior: how he responds to problems, how he influences others, how he responds to the pace of his environment, and how he responds to rules set by others. The document provides a summary of Bradley's general characteristics, including that he likes freedom from controls, public recognition, and working in a participative environment. It also outlines his ideal work environment and tips for communicating with him effectively.
The document is a feedback report for Fady Nabil from Mantrac that assesses his growth factors using a Growth Factor Inventory (GFI). The GFI measures four growth factors - Eagerness to Learn, Breadth of Perspective, Understanding Others, and Personal Maturity. The report will help Fady understand his feedback and how to develop further. It contains his GFI results, interpretations of the data, and tips for making the most of the feedback.
Navigating Difficult Conversations: Deliver Your Message with Poise, Empathy ...HRDQ-U
Difficult conversations are inevitable in any workplace. Those conversations can create unhappiness, stress, and tension. They can also impair and even destroy relationships. When handled poorly, they are likely to result in serious problems that interfere with productivity and leave everyone involved feeling frustrated and dissatisfied.
You can’t avoid these kinds of conversations, but you can learn how to handle them more effectively. Developing the ability to handle these challenges will pay off in terms of reduced stress, increased confidence, improved relationships, increased trust, fewer problems, better teamwork, higher productivity, and better career opportunities.
Jayprabhu Muniandy's behavioral style is analyzed based on his responses. The document provides the following:
1) A summary of Jayprabhu's general characteristics including that he prefers working for a participative manager, likes public recognition, and tries to influence others through personal relationships.
2) An overview of how Jayprabhu adds value to an organization including that he builds confidence in others, is future-oriented, and has a positive sense of humor.
3) Tips for communicating effectively with Jayprabhu, which suggest being clear and to the point, asking for his opinions on people, and not being dictatorial.
Andrea's preferred style is rational and systematic. She enjoys planning and structuring assignments in a steady, reflective, and careful manner. As a leader, she uses her know-how to be consistent and reliable in helping get things done. Andrea expects leaders to be clear and pragmatic in guiding others towards productive goals. She tries to gain control and overcome problems. Andrea is motivated to question, evaluate, and analyze in order to understand and control the future. Under pressure, she values freedom and analyzes alternatives to find smart solutions.
This document discusses building effective interpersonal relationships within teams. It defines a team as a group working together for a common purpose that develops synergy. Characteristics of effective teams include shared goals, commitment from members, participation, shared authority and accountability. Team building is developing teamwork through activities that motivate employees to work as a cohesive unit and achieve goals together. Maintaining interpersonal relationships through open communication, trust and cooperation helps improve team performance.
This document discusses social styles and the importance of understanding your own social style as well as others' styles. It identifies the four main social styles - amiable, driver, analytical, and expressive - which are determined by combinations of assertiveness and responsiveness. Understanding social styles allows for effective communication by adapting your style to fit others, leading to better relationships. Self-awareness of your style helps communicate well at work.
Mmg 692 Jh01 Leadership Presentation Leslie Mary Lou Christina Alicia Ka...Leslie Pirtle, MM, MEd
1. The document discusses four leadership styles: Type A (fact-based), Type B (creativity-based), Type C (feelings-based), and Type D (control/power-based).
2. Each style has different characteristics in how they lead, make decisions, communicate, and interact with others. For example, Type A focuses on results and facts, while Type C bases decisions on feelings.
3. The styles also have strengths and weaknesses. For instance, Type D is effective in emergencies but risks failing to recognize others' skills. Understanding different styles can help match leadership and tasks.
Ahmed Hamed Ashry Saad - Test taken on the 21st of July 2016 in 34 min 21 secAhmed Alashry
This document is a personality assessment report for Ahmed Hamed Ashry Saad based on a test taken on July 21, 2016. The report includes Ahmed's scores on various personality dimensions related to people management, perception mode, self-management, and change management. It provides a graph of Ahmed's scores on key factors, an analysis of his distinctive personality traits, a table summarizing his results, and interpretations of his scores on each factor. Overall, the report analyzes Ahmed's personality profile based on his responses to determine his strengths and areas for development.
This document discusses core elements that facilitate counseling. It covers external conditions like physical setting, privacy, and client characteristics that influence counseling. It also discusses important counselor attitudes like beliefs, belief systems, and values. Counselors should believe in the worth of each client, freedom and desirability of liberty. Their belief systems and values will influence counseling goals and methods. Counselors should avoid directly manipulating clients and allow them to develop their own philosophies.
- Working with groups is a collaborative effort to finish tasks. The amount of effort group members expend is influenced by factors like task design, reward systems, and group interaction processes.
- Task design, specifically task salience and clarity, as well as organizational reward systems can impact member motivation. As group size increases, effort from each member tends to decline.
- Group composition, size, and how members solicit and weigh contributions based on expertise can influence how knowledge and skills are applied to the task. Interaction processes also impact how much knowledge group members contribute.
This document discusses various theories and aspects of communication in groups and teams. It covers topics such as communication structures in organizations, critical theory, information theory, post-positive theory, and groupware theory. It also discusses the importance of communication in teams, defining roles and rules for effective communication, and addressing issues. Building cohesiveness, developing group norms, and reviewing team performance are identified as important aspects of group communication.
A quick overview of the effective Social Styles model. Increase group performance by learning how to deal with Analysers, Drivers, Amiables and Expressives.
The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization.
Link: Free Online DISC Assessment at: https://free.peoplekeys.com.
Reflection Part 6
CSBI Course 6: Relationship, Change Management and Consulting skills
● Leading Change
● Finding Opportunity
● Communicating Within the Industry
● Proving Value
Leading Change
Consultants leverage knowledge,expertise and communications competency to support
decision-makers in considering data and information in ways that reveal robust opportunities for
organizations. Some of these opportunities have not previously been envisioned at an
operations level because meaningful information has not been available or presented.
Exercising Influence and Stimulating Action
A well-considered and integrated use of emotional intelligence, a variety of leadership styles and
appropriate use of power will be valuable to the BI/Analytics consultants as a change agent in
times of turbulence. We will describe each of these attributes and then discuss how their
integrated use creates strong leverage for influence.
Much has been written over the past fifteen years about the success of those who work with
emotional intelligence(EI). High-EI people can understand and read, in real time, their own
emotions while simultaneously understanding those of others and subsequently advancing their
positions by interacting with greater skill and influence than others. This capability is present
even in the heat of the moment, when most individuals would turn to more base-level
interpretations of and reactions to themselves, others and a situation.
Daniel Goleman, a well-known author on EI, finds that leadership performance is affected by
one’s ability to work within the two EI competency sets- personal and social. Specifically, one’s
ability to engage certain personal and social competencies yields stronger leadership
performance and subsequent results as a change agent.
Self Awareness
● Emotional awareness
● Accurate self-assessment
● Self confidence
Self Management
● Self control
● Trustworthiness
● Conscientiousness
● Adaptability
● Innov.
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docxcroysierkathey
LPA SCORE
Name: Jiancheng Li Assessment Date: Jul 25 2019
The table below displays your level of proficiency on various competencies required for success in a wide variety of professional roles.
Competency
ANALYZING AND SOLVING PROBLEMS
WORKING WELL WITH OTHERS
ACHIEVING OBJECTIVES
LEARNING AND SELF-DEVELOPMENT
ADAPTING TO CHANGE
Scoring Interpretation Key**
8-10 You scored higher on this competency than most other individuals who have completed the assessment. You may still be interested in reviewing some of the suggestions below to strengthen this area even further.
4-7 Your score for this competency is similar to the average score of other individuals who have completed the assessment. You may benefit from taking some of the actions indicated below to help you further strengthen this area.
1-3 You scored lower on this competency than most other individuals who have completed the assessment. You will likely benefit from taking some of the actions indicated below to strengthen your skills in this area.
Listed below are development activities organized by competency. We recommend that you use the information in this report along with other
feedback you have received about your strengths and development needs to identify no more than 2 or 3 competency areas in which to
target your development efforts, and then review the tips provided to identify several within each of your targeted competencies that would be
relevant to your situation. For example, some tips may be more relevant to individuals with more work or internship experience, and other tips
may be more useful to individuals with less experience.
** Your scores are based on a comparison to students around the world who completed the assessment.
Student ID: Institution:00160534T Torrens University Australia (TUA)
Establish a few general rules to use when evaluating information and use these rules to decide how much importance to place on the information. You
might ask yourself questions such as: What is the source of the information? Is it credible? Is the source reliable? Has a trusted expert provided
his/her thoughts? Based on careful analysis of the information that is known, does the new information seem accurate?
Identify and collect the information you will need to address a specific problem. Make a list of the information you need and evaluate it according to
how it will help resolve the problem. Identify how and where you will get the information.
Look for additional sources of data when you are trying to understand an issue or make a decision. Try to find at least one or two new sources of
information. Examples of new sources are records of a past event, policies and procedures manuals, individuals who have experience in the area, or
research reports on the topic.
When you are dealing with a critical issue, ask your manager or a knowledgeable colleague to review your sources of information. Ask the person to
help you make sure you have all of the d ...
This developmental feedback report provides information on a student's competency levels based on an assessment. It finds the student has moderate proficiency in adapting to change, working well with others, and analyzing and solving problems. The student has high proficiency in applying a global mindset, generating ideas and innovating, learning and self-development, achieving objectives, and leading others. The report provides development activities and tips for each competency to help the student further improve.
Sample leadership communication audit reportKim Campbell
This slidedeck shows the kind of personalized report that can be offered to individual leaders as the result of a leadership communication audit. The audit methods are based on the competing values framework (Quinn and colleagues), leader-member exchange (Graen and colleagues), and rapport management (Campbell and colleagues).
This document discusses social styles and gender differences in communication. It introduces four social styles - analytical, amiable, driver, and expressive - which are based on levels of assertiveness and responsiveness. Each person has a dominant style that can be flexed to communicate more effectively with others. The document also explores existing research on gender differences in areas like the use of talk, humor, conflict resolution, interruptions, and gossip, noting these as cultural differences rather than hard rules. Understanding social styles and gender differences can help improve communication skills.
Managerial self perception social style & versatility profileAzvantageLLC
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.
This document discusses technical communication and provides information on various related topics. It defines technical communication as communicating scientific, engineering, or other technical information [1]. It notes that graduate engineers typically spend 50-75% of their time communicating through writing reports, memos, and other documents [2]. Technical communication has specific characteristics such as addressing particular readers and using design to increase readability [3]. The document also discusses different types of technical writing such as proposals, manuals, and research papers [4].
The document describes 6 common leadership styles: visionary, coaching, democratic, affiliative, pacesetting, and commanding. Each style is defined in 1-2 sentences. The visionary style focuses on inspiring others with a long-term direction and vision. The coaching style aims to develop individuals professionally long-term. The democratic style builds commitment through group decision making. The affiliative style prioritizes relationships and harmony. The pacesetting style accomplishes tasks to a high standard. The commanding style demands immediate compliance. The document then provides more details on when each style is most and least effective.
Bradley Kraay took a behavioral assessment that analyzed his responses in four dimensions of normal behavior: how he responds to problems, how he influences others, how he responds to the pace of his environment, and how he responds to rules set by others. The document provides a summary of Bradley's general characteristics, including that he likes freedom from controls, public recognition, and working in a participative environment. It also outlines his ideal work environment and tips for communicating with him effectively.
The document is a feedback report for Fady Nabil from Mantrac that assesses his growth factors using a Growth Factor Inventory (GFI). The GFI measures four growth factors - Eagerness to Learn, Breadth of Perspective, Understanding Others, and Personal Maturity. The report will help Fady understand his feedback and how to develop further. It contains his GFI results, interpretations of the data, and tips for making the most of the feedback.
Navigating Difficult Conversations: Deliver Your Message with Poise, Empathy ...HRDQ-U
Difficult conversations are inevitable in any workplace. Those conversations can create unhappiness, stress, and tension. They can also impair and even destroy relationships. When handled poorly, they are likely to result in serious problems that interfere with productivity and leave everyone involved feeling frustrated and dissatisfied.
You can’t avoid these kinds of conversations, but you can learn how to handle them more effectively. Developing the ability to handle these challenges will pay off in terms of reduced stress, increased confidence, improved relationships, increased trust, fewer problems, better teamwork, higher productivity, and better career opportunities.
Jayprabhu Muniandy's behavioral style is analyzed based on his responses. The document provides the following:
1) A summary of Jayprabhu's general characteristics including that he prefers working for a participative manager, likes public recognition, and tries to influence others through personal relationships.
2) An overview of how Jayprabhu adds value to an organization including that he builds confidence in others, is future-oriented, and has a positive sense of humor.
3) Tips for communicating effectively with Jayprabhu, which suggest being clear and to the point, asking for his opinions on people, and not being dictatorial.
Andrea's preferred style is rational and systematic. She enjoys planning and structuring assignments in a steady, reflective, and careful manner. As a leader, she uses her know-how to be consistent and reliable in helping get things done. Andrea expects leaders to be clear and pragmatic in guiding others towards productive goals. She tries to gain control and overcome problems. Andrea is motivated to question, evaluate, and analyze in order to understand and control the future. Under pressure, she values freedom and analyzes alternatives to find smart solutions.
This document discusses building effective interpersonal relationships within teams. It defines a team as a group working together for a common purpose that develops synergy. Characteristics of effective teams include shared goals, commitment from members, participation, shared authority and accountability. Team building is developing teamwork through activities that motivate employees to work as a cohesive unit and achieve goals together. Maintaining interpersonal relationships through open communication, trust and cooperation helps improve team performance.
This document discusses social styles and the importance of understanding your own social style as well as others' styles. It identifies the four main social styles - amiable, driver, analytical, and expressive - which are determined by combinations of assertiveness and responsiveness. Understanding social styles allows for effective communication by adapting your style to fit others, leading to better relationships. Self-awareness of your style helps communicate well at work.
Mmg 692 Jh01 Leadership Presentation Leslie Mary Lou Christina Alicia Ka...Leslie Pirtle, MM, MEd
1. The document discusses four leadership styles: Type A (fact-based), Type B (creativity-based), Type C (feelings-based), and Type D (control/power-based).
2. Each style has different characteristics in how they lead, make decisions, communicate, and interact with others. For example, Type A focuses on results and facts, while Type C bases decisions on feelings.
3. The styles also have strengths and weaknesses. For instance, Type D is effective in emergencies but risks failing to recognize others' skills. Understanding different styles can help match leadership and tasks.
Ahmed Hamed Ashry Saad - Test taken on the 21st of July 2016 in 34 min 21 secAhmed Alashry
This document is a personality assessment report for Ahmed Hamed Ashry Saad based on a test taken on July 21, 2016. The report includes Ahmed's scores on various personality dimensions related to people management, perception mode, self-management, and change management. It provides a graph of Ahmed's scores on key factors, an analysis of his distinctive personality traits, a table summarizing his results, and interpretations of his scores on each factor. Overall, the report analyzes Ahmed's personality profile based on his responses to determine his strengths and areas for development.
This document discusses core elements that facilitate counseling. It covers external conditions like physical setting, privacy, and client characteristics that influence counseling. It also discusses important counselor attitudes like beliefs, belief systems, and values. Counselors should believe in the worth of each client, freedom and desirability of liberty. Their belief systems and values will influence counseling goals and methods. Counselors should avoid directly manipulating clients and allow them to develop their own philosophies.
- Working with groups is a collaborative effort to finish tasks. The amount of effort group members expend is influenced by factors like task design, reward systems, and group interaction processes.
- Task design, specifically task salience and clarity, as well as organizational reward systems can impact member motivation. As group size increases, effort from each member tends to decline.
- Group composition, size, and how members solicit and weigh contributions based on expertise can influence how knowledge and skills are applied to the task. Interaction processes also impact how much knowledge group members contribute.
This document discusses various theories and aspects of communication in groups and teams. It covers topics such as communication structures in organizations, critical theory, information theory, post-positive theory, and groupware theory. It also discusses the importance of communication in teams, defining roles and rules for effective communication, and addressing issues. Building cohesiveness, developing group norms, and reviewing team performance are identified as important aspects of group communication.
A quick overview of the effective Social Styles model. Increase group performance by learning how to deal with Analysers, Drivers, Amiables and Expressives.
The second slide presentation in a series I teach on DiSC Profiles. This presentation is intended for use in a classroom setting and deals with DiSC Profiles in conflict mode. Want to know more? Please contact me by email or on LinkedIn to discuss arrangements for a presentation on DiSC profiles to your organization.
Link: Free Online DISC Assessment at: https://free.peoplekeys.com.
Reflection Part 6
CSBI Course 6: Relationship, Change Management and Consulting skills
● Leading Change
● Finding Opportunity
● Communicating Within the Industry
● Proving Value
Leading Change
Consultants leverage knowledge,expertise and communications competency to support
decision-makers in considering data and information in ways that reveal robust opportunities for
organizations. Some of these opportunities have not previously been envisioned at an
operations level because meaningful information has not been available or presented.
Exercising Influence and Stimulating Action
A well-considered and integrated use of emotional intelligence, a variety of leadership styles and
appropriate use of power will be valuable to the BI/Analytics consultants as a change agent in
times of turbulence. We will describe each of these attributes and then discuss how their
integrated use creates strong leverage for influence.
Much has been written over the past fifteen years about the success of those who work with
emotional intelligence(EI). High-EI people can understand and read, in real time, their own
emotions while simultaneously understanding those of others and subsequently advancing their
positions by interacting with greater skill and influence than others. This capability is present
even in the heat of the moment, when most individuals would turn to more base-level
interpretations of and reactions to themselves, others and a situation.
Daniel Goleman, a well-known author on EI, finds that leadership performance is affected by
one’s ability to work within the two EI competency sets- personal and social. Specifically, one’s
ability to engage certain personal and social competencies yields stronger leadership
performance and subsequent results as a change agent.
Self Awareness
● Emotional awareness
● Accurate self-assessment
● Self confidence
Self Management
● Self control
● Trustworthiness
● Conscientiousness
● Adaptability
● Innov.
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docxcroysierkathey
LPA SCORE
Name: Jiancheng Li Assessment Date: Jul 25 2019
The table below displays your level of proficiency on various competencies required for success in a wide variety of professional roles.
Competency
ANALYZING AND SOLVING PROBLEMS
WORKING WELL WITH OTHERS
ACHIEVING OBJECTIVES
LEARNING AND SELF-DEVELOPMENT
ADAPTING TO CHANGE
Scoring Interpretation Key**
8-10 You scored higher on this competency than most other individuals who have completed the assessment. You may still be interested in reviewing some of the suggestions below to strengthen this area even further.
4-7 Your score for this competency is similar to the average score of other individuals who have completed the assessment. You may benefit from taking some of the actions indicated below to help you further strengthen this area.
1-3 You scored lower on this competency than most other individuals who have completed the assessment. You will likely benefit from taking some of the actions indicated below to strengthen your skills in this area.
Listed below are development activities organized by competency. We recommend that you use the information in this report along with other
feedback you have received about your strengths and development needs to identify no more than 2 or 3 competency areas in which to
target your development efforts, and then review the tips provided to identify several within each of your targeted competencies that would be
relevant to your situation. For example, some tips may be more relevant to individuals with more work or internship experience, and other tips
may be more useful to individuals with less experience.
** Your scores are based on a comparison to students around the world who completed the assessment.
Student ID: Institution:00160534T Torrens University Australia (TUA)
Establish a few general rules to use when evaluating information and use these rules to decide how much importance to place on the information. You
might ask yourself questions such as: What is the source of the information? Is it credible? Is the source reliable? Has a trusted expert provided
his/her thoughts? Based on careful analysis of the information that is known, does the new information seem accurate?
Identify and collect the information you will need to address a specific problem. Make a list of the information you need and evaluate it according to
how it will help resolve the problem. Identify how and where you will get the information.
Look for additional sources of data when you are trying to understand an issue or make a decision. Try to find at least one or two new sources of
information. Examples of new sources are records of a past event, policies and procedures manuals, individuals who have experience in the area, or
research reports on the topic.
When you are dealing with a critical issue, ask your manager or a knowledgeable colleague to review your sources of information. Ask the person to
help you make sure you have all of the d ...
This developmental feedback report provides information on a student's competency levels based on an assessment. It finds the student has moderate proficiency in adapting to change, working well with others, and analyzing and solving problems. The student has high proficiency in applying a global mindset, generating ideas and innovating, learning and self-development, achieving objectives, and leading others. The report provides development activities and tips for each competency to help the student further improve.
This developmental feedback report provides an assessment of Stavros Giannakopoulos' proficiency in various competencies. He demonstrates a high level of proficiency in adapting to change, working well with others, analyzing and solving problems, and leading others. His proficiency is moderate in applying a global mindset, generating ideas and innovating, and learning and self-development. The report provides development activities and tips for each competency to help Stavros further improve.
10A1-00 - POLICY ACTION PLANFor this project, identify an issue .docxpaynetawnya
This document outlines the requirements for a policy action plan project. Students are asked to develop a policy action plan addressing a public issue of their choice. The plan must include an executive summary, literature review on leadership theory, a problem statement, an action plan with stakeholder analysis and policy recommendation, an implementation proposal, and a personal leadership profile. Students are expected to apply leadership theories and concepts from the course to critically analyze the problem and propose solutions. The project aims to demonstrate students' understanding of applying leadership skills to address public problems.
Unit 9 AssignmentFinal personal leadership portraitTeresa A Jor.docxmarilucorr
Unit 9 Assignment/Final personal leadership portrait
Teresa A Jordan
PSL7010
Professor Michael Webb
· Final Personal Leadership Portrait
Your last project assignment, Final Personal Leadership Portrait, is due at the end of this unit. You will synthesize all aspects of leadership and communication that you have examined and discussed in the course and analyze your own leadership qualities to create a portrait of the effective public service leader you aspire to be.
Since this assignment requires you to develop a self-portrait, you may write this paper in first-person voice. Note:It is very important for your academic development that you recognize that writing in the first person is not usually acceptable in academic papers. However, given the nature of this assignment, it has been deemed appropriate to make an exception here. Please remember that the third-person voice is the universal norm in academic writing. You should always exercise careful consideration before departing from this norm.
Your course project must be completed in its entirety. By now, you have received feedback from your Writing Coach and your instructor, which you should incorporate into this revised assignment.
Refer to the results of the Multifactor Leadership Questionnaire (MLQ) and the communication style self-assessment you completed in Units 1 and 2. Be sure to review and use the Writing Coach and Instructor feedback you received on your previous assignments as well:
· Unit 3: Communication and Organizational Effectiveness.
· Unit 5: Communicating and Leading for Change and Innovation.
· Unit 6: Developing Ethical and Authentic Leadership Behavior.
· Unit 7: Draft of Personal Leadership Portrait assignments.
For this assignment:
· Analyze one or more leadership styles and corresponding leadership theories based on the unit readings and your MLQ assessment results that you believe best align with personal leadership effectiveness.
I will like to focus the leadership style on an innovation leader and the transformational leader, and please use leadership theories on these types of leaders. You can just focus on the leadership style I possess which is transformational leader.
In the beginning of this course, I consider myself a democratic/participative leader, who would ideally like to become a transformational leader. This is the type of leader that is able to motivate others to become more or do more than they intended. This leader sets challenging expectations and higher performance. I believed that since this course starts I am more of a transformational leader, but also participative. The MLQ assessment shows me as a transformational leader.
Analyze one or more communication styles based on the unit readings and the results of your communication style self-assessment that you believe best align with personal communication effectiveness. There are various communication strategies for relaying information. Information can be conveyed verbally, nonverbally, or ...
The document provides a personality assessment report for Rohith Rai based on an adaptive personality test. It summarizes Rohith's results on six personality styles and their constituent aspects measured by the test. Rohith's profile suggests a balanced approach between personal agency and communal styles. For task style, Rohith scores high in drive but lower in structure, indicating a focus on completing tasks over ensuring perfect results. Rohith's adaptation style shows an inquisitive nature open to new ideas, though may overestimate learning potential at times. The report provides interpretations of Rohith's scores and suggestions for developing related competencies.
clusterexampleFirst nameLast namestatscommExceldatapresentbusinessMadiA264445LoganF476657MikalN675656SarahF666757DustinD635535SarahU554355SarahD575576PeytonW573555MarcusI676477FeliciaJ775576BlakeW565434AniaM635426OmarL555555BridgetH476577DanielA365265MacyK373535DakotaA645636GriffinG264446
MGMT 560 – Organizational Leadership
Ethics and Professional Codes of Conduct
*
Dilbert
Ethicsa system of moral principles: the ethics of a culture
the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc.: medical ethics; Christian ethics
that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions
Formal vs InformalFormal EthicsCode of ConductOathBoard of EthicsInformal EthicsNo formal governing bodyNo accountability, other than from clientNo formal repercussions
Making an Ethical Decision
Recognize the ethical dilemma
Ask yourself, is this the start of a slippery slope
One slip allows the next slip to happen more easily
Would you want your decision to the problem broadcast to the world?
Ethical SituationsMaintaining the integrity of company databases in the face of requests to use the data inappropriately
Providing truthful information on the status of projects, budgets and profits even when there are problems – being accountable for success and failure
Standing firm on a decision despite its unpopularity
Reporting suspected unethical behavior of others despite personal discomfort
Not developing personal relationships with vendors/ customers/outside agencies – potential conflict of interest issues
Principles for Creating Ethical Cultures
Principle 1: The only way to sustain Compliance is through Culture
– Employees want to be part of organizations whose values mirror their own
– Organizations need to reduce fear, encourage accountability and live by a common set of values that build trust
Principles for Creating Ethical Cultures
Principle 2: Corporate culture reflects the values of the leaders
If Leaders do not embody the ethical standards, then no one else will
Principles for Creating Ethical Cultures
Principle 3: Measurement matters – if you can’t measure it, you can’t manage it
Leadership needs to measure integrity risk and monitor progress in managing it
Culture must become a metric
Web of NeedsNeeds encountered in IT practice:User needsPersonal needsOrganizational needsNeeds of societyOthers?Framework for Ethical Analysis
Identify web of needs for project
Identify strands of web where conflict is likely to occur
Resolve conflict issues with concerned parties
Agreed needs set recorded and input into requirements analysis
ref. Taylor, M.J. & Moynihan E., Analysing IT Ethics
...
The document discusses motivational and influential capacity, outlining various leadership theories and styles as well as psychological frameworks for motivation. It examines the relationship between leadership, motivation, and goals while providing examples of intrinsic and extrinsic motivation. Effective leaders understand different influencing styles and how to motivate teams by addressing individual and organizational needs and goals.
The document discusses various strategies and tools for managing organizational change, including:
1) Kotter's eight steps for change including establishing urgency, building coalitions, communicating vision, and anchoring changes in culture.
2) ADKAR as a model for individual change with components of awareness, desire, knowledge, ability and reinforcement.
3) Stakeholder management techniques like stakeholder analysis, mapping stakeholders on a grid of influence vs. impact, and developing a stakeholder management plan.
4) Effective communication strategies are key to change success and include understanding audience types and moving from a "telling" to a "co-creating" approach.
Hibatul Ghalib_Barus_Type Dynamics Indicator_Type at Work ReportHibatul Ghalib Barus
The document provides information about a personality assessment report for an individual. The report indicates the individual's preferences are Extraversion, Intuition, Thinking, and Judging (ENTJ), known as the "Executive" personality type. The summary describes the Executive personality as direct, focused on results, having a vision for the future, and working hard to achieve influence and impact. Executives are said to enjoy leadership roles but can sometimes have problems with others due to their directness. The report then provides more details about the implications and suggestions regarding the Executive personality type in areas like work motivation, work style, and interactions with others.
This document discusses developing people skills, or being "people smart", in the workplace. It outlines several competencies of people who are people smart, such as understanding others, resolving conflicts, and being a team player. Developing these skills can lead to benefits like being appreciated, respected and trusted. The document then provides models for setting goals, understanding personality and needs, and resolving conflicts through a 7-step process. Overall, it emphasizes the importance of interpersonal skills for career success.
Wojciech Chrusciel's leadership report from June 2016 analyzes his leadership orientations and style based on a personality assessment. The report shows that he has a medium preference for the business leader and team strategist styles, with a high preference for the crisis manager style. His leadership orientations profile indicates preferences for thinking about the future, working in a team, being relaxed in social situations, making rapid decisions, setting challenging goals, and being confident and controlled in a crisis. The report is meant to help him understand his natural strengths and areas for development as a leader.
Knowledge Center ArticleLEADERSHIP ASSESSMENThttpswww.heid.docxcroysierkathey
Knowledge Center: Article
LEADERSHIP ASSESSMENT
https://www.heidrick.com/Knowledge-Center/Article/What-is-your-leadership-signature
WHAT'S YOUR LEADERSHIP SIGNATURE?
12/12/2015
Karen Rosa West, PhD
TAGS: + Leadership Assessment + CEO Focus + Talent Strategy & Management
Why do some business leaders thrive while others flounder? Professional qualifications and technical competencies (the whats of leadership) play an important role, of course, but far more often we’ve observed that success or failure depends on how leaders lead — specifically, how leaders’ styles mesh with their teams and the cultures of their organizations.
An empirical research project we conducted to better understand these dynamics, and the behavioral patterns that underpin them, identified eight leadership styles, or archetypes. Taken together, they suggest implications for senior executives looking to better understand — and improve — their leadership skills, for teams seeking to improve their dynamics, and for organizations striving to improve the overall effectiveness of their leaders.
To learn more about the leadership styles, and to take a brief assessment, see our article in Harvard Business Review. The assessment provides immediate feedback about your style — potential strengths, weaknesses, and blind spots — and pinpoints the settings where you’ll be most and least effective.
What we did
To better understand how leaders lead and what contributes to effective leadership, we created a psychometric survey to measure three interrelated facets of leadership that our experience suggests are important differentiators. Specifically, we wanted to see to what degree leaders possessed 1) a “thriving mind-set”[1] (including a clear sense of purpose, deep commitment to learning, and conveyed sense of optimism); 2) a combination of social, self, and situational awareness; and 3) essential leadership values such as a performance orientation, ethical integrity, ability to collaborate, and openness to change, among others.
The survey included 1,006 largely US-based executives of director level and above at companies with 250 or more employees. The respondents represented a broad range of industries and functions. Importantly, our survey questions were designed to highlight the ambiguity and fluidity of the kinds of real-life situations that senior executives face. We did this by asking respondents to rate themselves on a continuum between sets of opposing, yet equally “right,” choices (for example, “I prefer a changing environment” versus “I prefer a stable environment,” or “I love to win” versus “I hate to lose”). Factor analysis allowed us to isolate the dozen or so survey questions (from the original 72) that together accounted for the vast majority of the variance we observed in the responses.
What we learned
When we looked at the patterns in the data and conducted further statistical analyses on them, including cluster analysis, we discovered something interesting: eigh ...
Scrapsweetlife.com seven awesome things you can learn from project communicat...Haider Ali
The document discusses the key components of an effective project communication plan, including a project charter, timeline, risk management plan, and deliverables. It then outlines seven important skills that can be learned from developing a project communication plan: leadership, motivation, communication, organization, prioritization, problem-solving, and adaptability. For each skill, it provides details on what they entail and why they are important for project management. Overall, the document advocates for the critical importance of communication within a project team and emphasizes the benefits of having a formal project communication plan.
This document provides a personal communication report for Stephen Heaston. It analyzes his primary and secondary communication patterns according to how he behaves at work, how he sees himself, and how others see him. Across all three perspectives, his primary pattern is Expressive and his secondary is Analytical. The report also provides details on his communication strengths and weaknesses, core values, desires and motivations. It describes how he prefers to communicate and how others perceive him based on his Expressive and Amiable patterns. Overall, the report aims to help Stephen understand his own communication style and how to interact more effectively with others.
The document summarizes key concepts related to leadership and learning organizations in 3 sentences:
It discusses different eras of leadership theory from trait theories to transformational leadership and introduces concepts like learning organizations that engage all members, the adaptive learning cycle, and addressing dysfunctions like the lack of trust that inhibit team performance. Adaptive learning organizations incorporate structures for both innovation and efficient implementation, and leaders foster knowledge sharing and a culture of collaboration.
Similar to PLII-PRODUCT LEADERSHIP INFLUENTIALITY INDEX Report (20)
3 Essential Skills for every Engineer to become an Innovation Leader in a Pro...Pinkesh Shah
The document discusses the changing role of engineering leaders to become product leaders. It provides 3 tips for engineering leaders to get started in this transition: 1) Invest in a talent transformation program to gain relevant skills, 2) Develop voice of customer channels to immerse in understanding customers, and 3) Mandate stronger interlocking with cross-functional business counterparts. The document emphasizes that to be a successful product leader, one must understand customers and be actively involved in the entire product development process with a focus on creating customer value.
This document discusses new skills needed for business analysts to transition their careers, including data skills, design skills, and product management skills. It notes that industry is shifting from products to services, from cost focus to stickiness, and from features to customer experience. Business analysts need to transition from servicing to partnering to delivering outcomes. Data skills, design skills, and product management are growing career fields with strong demand. The document provides overviews of the types of roles and competencies needed in data science, design, and product management careers. It emphasizes demonstrating skills over just listing them on a resume and provides advice on accelerating one's career from business analyst to business leader.
Mindset and Skillsets of an Innovation Led OrganizationPinkesh Shah
This document discusses the shift from traditional project management mindsets and skillsets to those focused on product leadership and innovation. It notes that customers now expect continuous innovation and experience-driven products. Key skills for product leaders include understanding customer needs, designing viable and feasible solutions using frameworks like design thinking, and executing on the market. The presentation encourages developing a product mindset focused on customer delight over projects, and reskilling to stay relevant as organizations increasingly require strong product leadership abilities from more roles. It promotes the Institute of Product Leadership's training in developing these new mindset and skills.
Infosession on Product Management CareersPinkesh Shah
Career Growth often rewards to the one who continuously upskills and stays current with the industry. What got you here may not get you there! Are you wondering just what it takes to stand out in this crowd and take your career to the next level leveraging new age skills like Product Management, UX and Data Science?
It takes action. Set aside all the hows, ifs and buts and think about how it will feel when you reach the peak of your career. Envision the buzz when you transform from an also-ranner to a cross functional Business Leader.
The document provides information on mid-career transitions. It discusses how mid-career transitions can feel like changing planes in mid-air. It notes that 45% of mid-career professionals feel stuck in their jobs. It also explains that hiring managers look at senior professionals through three lenses: demonstrated skills, resume skills, and who they know. The document emphasizes that demonstrated skills weigh more heavily than resume skills. It encourages individuals to understand their career anchors, the maturity of their organization, and global trends to find the right career path.
Top 5 project management tips for product managers.Pinkesh Shah
The document discusses tips for product managers in project management. It begins by describing products like the i-ROAD compact electric vehicle and an automated e-toilet that inspire project managers. It then notes that product recalls of millions of vehicles that cost companies millions put project managers in despair. The first tip discussed is to elicit requirements from all stakeholders to achieve zero recalls. Other tips include focusing on life cycle costs instead of product costs, mitigating risks through prototyping and redundancy, designing to target rather than tolerance, and prioritizing ethics in engineered products.
Webinar - Are We Equipped to Market Our Product Online? - A Possible Approach!Pinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing take great pleasure in inviting you to the monthly webinar series for Product Professionals. Our theme for this webinar will be about "Are We Equipped to Market Our Product Online? - A Possible Approach! "
Most of us believe that Online is exploding.
Most of us, marketers, believe that Online is the only way to market our products.
Are we equipped enough to LEVERAGE online channel for our PRODUCT marketing & its objectives?
Please come over to the Webinar and find some possible approaches.
Welcome!
Speaker
RatanKK is an experienced eMarketer on a mission to deploy cutting edge eMarketing Solutions. Executions of these tactics help Clients to acquire paying customers & to increase their Revenues & Cash flows.
In this endeavour, through his company GutsGo eMarketing, he conducts training programs and workshops in the core areas of eMarketing viz., SEO, PPC, Social Media, Web Analytics, eMail. In the last 3 years, he has trained more than 850 marketing professionals. He has conducted workshops at DuPont (Integrated eMarketing – SEO, PPC, SMM), GlaxoSmithKline (SMM), AOL (Integrated eMarketing - Banner Advertising & Web Analytics). He is a Visiting Professor for eMarketing Elective at Indian Institute of Management, Ahmedabad.
Webinar - 5 ways patents can help you develop better productsPinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing take great pleasure in inviting you to the monthly webinar series for Product Professionals. Our theme for this event will be about "5 ways patents can help you develop better products "
This webinar is mainly focussed on demestifying patents for entrepreneurs running product companies. The webinar can be attended by all product developers. They should attend this to a understand how to develop better products faster, by learning from the best technologists in the world.
Webinar Thinking gamification for product managers With Hrishikesh Kunte Prod...Pinkesh Shah
The document discusses gamification and provides 8 core game principles that product managers should consider when gamifying products. It defines gamification scientifically as using game thinking and mechanics in a non-game context to engage users and solve problems. It also discusses understanding target audiences, designing for ease of onboarding and increasing difficulty, providing feedback and progressive goals, and balancing intrinsic and extrinsic motivation. The overall message is that gamification is good if used as a sustained effort to solve problems.
Webinar successful product management from india with global insights with di...Pinkesh Shah
This document outlines the top 10 tips for successful product management from an experienced product manager with over 20 years of experience in various roles. The tips include: 1) Networking to build key customer circles and peer networks; 2) Communicating through speaking at events and with customers; 3) Specializing in functional and technical expertise; 4) Knowing your competitors' products; 5) Understanding different markets and customer styles; 6) Negotiating by talking to developers and backing up discussions with data; 7) Gaining senior management buy-in by preparing convincing ideas and presentations; 8) Spreading your knowledge through blogging, training and content; 9) Balancing your time across different stakeholder groups; and 10) Taking ownership and
The document announces upcoming networking events for product leaders, including webinars and in-person sessions on topics like UX design, customer insights, and product management in agile environments. Details like dates, locations, and speaker bios are provided for each event. Registration information and links to past session videos are available on the listed website.
The document discusses agile product management and the critical factors for success. It begins by noting that agile product management is different than traditional product management in 5 key ways: managing a roadmap in small increments, collaboration, obtaining frequent customer feedback, focusing on business value, and making progress visible. It then discusses the differences between a product owner and product manager in an agile context. Some common pitfalls for product owners and agile teams are also outlined, including product owners not being fully engaged or providing insufficient story details. The summary concludes that the 5 critical success factors for product owners are to listen well, prioritize ruthlessly, share customer insights, measure progress visibly, and manage their time effectively.
The document provides information about the International Certificate in Product Management & Marketing (ICPM) program offered by the Institute of Product Leadership. The 16-week hybrid program is designed by industry practitioners to help senior product professionals accelerate their transition into leadership roles. Participants will gain skills in product management, marketing, strategy, and leadership through case studies, projects, and interaction with industry mentors. The integrated curriculum aims to prepare graduates to conceive, build, and launch successful products. The ICPM has helped many alumni advance their careers in product companies and startups.
Al-Khobar is a city located in Eastern Province, Saudi Arabia along the coast of the Persian Gulf. It is one of the largest cities in Saudi Arabia and a major industrial center. Residents of Al-Khobar can pay bills online through the city's website to streamline payments.
Building & Managing Products for Emerging MarketsPinkesh Shah
Building & Managing Products for Emerging Markets
that every Product Professionals should know - with Ravi Kaushik Director of Product Marketing & Product Management GE Healthcare Bangalor
How do you build an innovation culture in your team? – An 8-Step GuidePinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing organises monthly series of Product Professionals networking event .Our theme for this event was about How do you build an innovation culture in your team? – An 8-Step Guide that every Product Professionals should know.
Speaker for this event was Prof. Rishikesha T Krishnan IIMB .
This document discusses the importance of design in product development and business success. It contains quotes and articles about how Indian app developers can improve design to create more globally successful apps. The document advocates that technology alone is not enough, and that good design is needed to humanize products, differentiate them, and drive innovation rather than just being reactive to technology. It discusses the importance of visual validation techniques like wireframing and prototyping to get stakeholder buy-in and ensure usability before development begins.
Negotiation & Leading by Influence Skills for Product ProfessionalsPinkesh Shah
The document discusses the key aspects of negotiation including preparation, the negotiation process, and follow through. It emphasizes that negotiation involves finding solutions when parties have interdependent goals, requires preparing by understanding interests and alternatives, and involves three phases - prepare, negotiate and close, and follow through on commitments. Successful negotiation is shaped by understanding biases, styles, interests, and cultural differences between parties.
The document summarizes an Agile Certified Practitioner (ACP) workshop by Adaptive Marketing. It outlines the value of the PMI-ACP certification, including demonstrating skills in agile principles and practices. It also describes eligibility requirements, program modules covering agile methods like Scrum and Kanban, and program details like venue, duration, and fees. The certification can increase earnings and help practitioners and organizations improve project delivery through agile approaches.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. Product Leadership Influence Report Influencing Styles Report
INFLUENCING STYLES REPORT
INTRODUCTION:
Congratulations on completing your Influence Style Personal Profile!
This report will give you a powerful advantage in understanding your own influence style and therefore enable you to increase your effectiveness,
influence more, and connect with others in a positive way to achieve your goals.
In today’s world, with flatter organizational structures and cross functional teams over whom one does not have direct authority, the skill that
becomes crucial is the ability to understand what motivates people and influences their behavior. This report will help you understand which are
the modes of influence you use and the areas that you can develop to increase your Influentiality Index (I.I) at your work place and different facets
of your life.
If you have invited others to score it, you will get a deeper understanding on how others see your influencing style and capability as well.
Thank you
3. Advocate Aligner Relator Paternal Negotiator
Initiates and presents
POV
Challenges others
Defends with Rationale
Consults
Engages in Joint
Problem Solving
Builds a Shared Vision
Listens Empathetically
Displays Vulnerability
Builds Relationships
Deploys Authority
Reward and Punish
Uses personal
evaluation
Exchange
The Influence Styles Model, on which the ISI is based, specifies influence behaviors exactly, so that you can analyze and understand others’
feedback about your influence behavior.
The Influence Styles Model identifies twelve different types of behaviors that manifest when people are influencing one another. The Model
organizes these behaviors into the four different styles of influence as discussed earlier.
Product Leadership Influence Report Product Leadership Influence Report
INFLUENCING STYLES MODEL
The Influence Style Inventory (ISI) is based on the Influence Styles Model and assesses an individual’s behavior in situations where he needs to
use influence to achieve his goals —that is, situations in which concerns or goals of two people while interdependent may not be fully
compatible.
We can describe a person’s behavior along two basic dimensions:
1. Mode of Influence: Direct vs Indirect: This determines the extent to which the individual like to use direct or “push” style to influence the
other vs an indirect or “pull” style to do so.
2. Bases of Influence: Rational / Outcome Focused vs Emotional /Relationship Focused: This determines the extent to which the individual
uses logic, data and information for influence vs using personal relationships or emotional connect for building influence
The four Influence Styles are shown below:
1
5. Product Leadership Influence Report Report
How to Read your Report:
Primary Style:
The style in which you have scored the highest is your most preferred style. This suggests that your natural preference is to adopt this style
when dealing with situations where you need to influence others to achieve your goals.
Back up Style:
The style in which you have scored the second highest is your back up style. This suggests that you tend to adopt this style when dealing
with situations where your primary style is not working and you need to adopt a different style to influence others and achieve your goals.
Interpreting the Scores:
Your score for each of the styles indicates the intensity with which you use this particular style.
4.5 - 6.0 : High – Indicates that you use this style very often
3.0 - 4.5 : Medium – Indicates the you use this style when required
< 3.0 : Low – Indicates that you do not use this style effectively
Detailed Report:
The detailed report gives you a break down of each of the styles and the specific elements, which you are using or need development. The
scores, as described above will give you an indication, if this is a strength or a development area.
During the program, you will evaluate your strengths and focus your influence behavior to increase your personal effectiveness.
Do keep the guidelines below in mind as you go through your report:
Each Style can be effective if used skillfully and in the right situation.
Each Style can have a negative effect if used unskillfully or in the wrong situation
Each Style can be learnt with reflection and practice
Overuse of any style can often have negative consequences
3
6. Product Leadership Influence Report Primary Influence Style
Advocate
The three behaviors that Advocates most commonly use are Initiating and presenting a point of view, challenging other and defending with
Rationale.
Initiates and presents Point Of View (POV)
Individuals who score high on this are usually the first to volunteer suggestions and solutions to problems being discussed. They put their own
proposals forward even if they know that it will be met with resistance. In their minds they know what is right and in meetings or one on ones,
will put their ideas forcefully. They are persuasive and in most cases will have an opinion or point of view, which they will argue for.
Challenges others
When faced with an opposing point of view, they will, in all likelihood challenge the ideas by finding flaws in the views being presented. They are
likely to be prepared with counter arguments, which support their own view as opposed to the other views being presented. If convinced with
the logic of another argument, they still come up with alternatives, which integrate their own proposals into it. They also tend to be forthright in
stating the inconsistencies in others arguments.
Defends with Rationale
The basis of their proposals is data and most of their ideas are likely to be backed up by research. Their preference would be to present
proposals where they themselves have expertise or are assisted with expert advice. They present arguments based on expertise and research
and back up proposals with solid logic and sound reasoning. They are also well able to leverage organizational norms, rules and frameworks to
support their proposals. Preparation is a cornerstone of this style and hence, they tend to anticipate objections to their ideas and are usually
ready with their responses to them
When the style is overused:
- May be perceived as argumentative and pushy
- May reduce involvement and participation of other group members
- May alienate others in pursuit of ‘winning’
- May not invest in long term relationships
Key Developmental Tips for Advocates:
- Invest in building long term mutually beneficial relationships
- During discussions, use strategies to increase participation from all
- Be more inclusive and open to other ideas
- Focus on the larger picture – important to “win the war, not all the battles”
- Build and leverage powerful allies and networks to create more influence
4
Advocates are usually very direct and are often the first ones in any meeting to initiate a discussion or propose
suggestions. They base their suggestions on sound analysis of facts and data. Their efforts are directed at
persuading others to accept their ideas. They are prone to use logic to bolster their arguments and are willing to
debate and challenge other ideas being presented. Advocates usually participate actively in discussions and tend
to lead the debate on proposals and ideas.
7. Product Leadership Influence Report Primary Influence Style
Aligner
The Attracting Style is made up of two key Behaviors or skills: Consulting, engaging in joint problem solving and building a shared vision
Consults
Their approach is primarily consultative and they like to bring in different stakeholders and seek their ideas to build towards a consensus and
solution. They are usually non-hierarchical and invite people from different parts of the organization to contribute to the problem solving process.
In meetings, they are likely to encourage participation and enable people to come up with their own proposals and solutions. They also build on
others ideas as much as their own.
Engages in Joint Problem Solving
Building consensus is important to these individuals and they search for areas of agreement when conflicts arise. They believe in the power of
team-based decision-making and encourage cross-functional collaboration. “Lets all work together” is their motto and they put in efforts to
show others that they can achieve more by working together
Builds a Shared Vision
They see exciting possibilities in the future and are able to communicate a clear picture of the desired end result. They enable and encourage
co-workers to recognize common values and aims. Enthusiastic and optimistic, they acknowledge the need to work together and use
metaphors and imagery to paint an exciting vision for those around them.
When the style is overused:
- May be perceived as weak and non assertive
- May be seen as slow decision makers
- May be seen as averse to stepping in and taking control
- May sometimes not believe in the rosy picture they paint leading to cynicism
- May use questions which they already have answers leading to suspicion
Key Developmental Tips for Aligners:
- Be clear in stating expectations from others
- Build long term relationships and allies
- Use assertion and authority when required
- Accompany vision with detailing and plans
- Build and leverage powerful allies and networks to create more influence
5
Aligners are inclusive individuals who believe that goals are most easily accomplished when everyone is involved
in the framing of the solution. They are eager to seek ideas from people and invite others to join and to work
together to pursue goals. Aligners identify and emphasize shared interests, values, and build on areas of
agreement. Aligners are also adept at describing a future vision, using imagery, metaphor, or analogy.
8. Product Leadership Influence Report Primary Influence Style
Relator
Relators use three key Behaviors or skills: Listening empathetically, building relationships and displaying vulnerability.
Listens Empathetically
They are able to connect with others at a more emotional level and are able to listen in to what others are feeling, as well as to what they are
saying. Their ability to understand the situation from another’s point of view allows them to create trusting environments. Even when faced
with opposing points of view, they continue to encourage people to share and contribute. In meetings, they encourage individuals who are not
participating to put forth their views
Displays Vulnerability
Relators tend to be open about their own feelings and responses to a situation. They believe in helping others understand their personal
motives as well as trying to understand theirs. They are most likely to take personal ownership for their failures. When they lack knowledge or
resources, they willingly admit it and are ready to seek help.
Builds Relationships
They go out of their way to help others, even when it is at a personal level. They know their associates well and readily display care and con-
cern for them. They are also good to giving praise and appreciation to others and create an affirming environment in the work place. They
understand that “good ideas need good friends” to succeed and therefore invest time in building personal relationships.
When the style is overused:
- May be perceived as inauthentic when seen as overtly friendly
- May be seen as conflict averse
- May be seen as too flexible and adaptable
- May be seen as indecisive
- May also be perceived as ‘political’ when using referent power
Key Developmental Tips for Relators:
- Use rationale and logic while trying to influence
- Leverage one’s expertise
- Be firm and ‘push’ your own ideas when required
- Use “productive distance’ as required
- Align people with the “big picture” to inspire
6
Relators are relationship builders who are always willing to see the situation from the other person’s point of view.
They are patient and often make great listeners. They are willing to give in and be influenced by others even as
they try to meet their own goals and objectives.
Relators are often able to create very trusting environments where people can engage in deeper conversations
about their feelings and responses to a situation.
9. Product Leadership Influence Report Primary Influence Style
Paternal Negotiator
Deploys Authority – Reward and Punish
Paternal negotiators are clear about their personal expectations and are quick to state their requirements forcefully and directly. They use
authority and exert pressure on people to achieve the objectives. They use their power to reward and punish in order to obtain agreement.
They usually hold on strongly to their own positions and move only when the other party is willing to compromise or make a concession.
Uses personal evaluation
When they operate from a position of power, they are direct in their feedback especially when people do not meet their expectations. They
usually also make the expectations and standards with which they will be judged clear at the outset. While they are willing to hand out compli-
ments, they are more prone to correct mistakes when they occur and this is usually a source of power and leverage for them. Praise and
criticism is a means to reinforce desired behavior.
Exchange
When faced with an equally strong viewpoint, they obtain others' support by offering something in exchange. They are willing to bargain or
negotiate to obtain the objectives they are driving at and will offer concessions in exchange. They tend to display a “compromise” approach
towards resolving conflict.
When the style is overused:
- May be perceived as a bargainer
- May be seen as authoritarian and evaluative
- May develop “coteries” or ‘in-clubs’
- May alienate others when seeking compliance
- May be seen as loyalty-led rather than competence-led
Key Developmental Tips for Paternal Negotiators:
- Be more participative and inclusive
- Focus on building consensus for better follow through of agreements
- Do not over play positional power
- Look for long lasting win-win solutions than quick compromises
- Work on inspiring others by shaping shared aspirations and goals
- Build and leverage powerful allies and networks to create more influence
7
Paternal Negotiators are assertive and are comfortable deploying their authority towards meeting their needs and
expectations. They are not averse to using rewards or punitive measures to achieve the desired outcomes. They
get others to accept their wishes by offering different forms of exchange. They tend to expect loyalty and
compliance from people working for them.
Asserting consists of three key Behaviors or skills: Deploys authority, Uses Personal Evaluation, and Uses
exchange
11. twitter/prodleader
lnkd.in/institute-of-product-leadership
engage@productleadership.in
www.productleadership.in
Institute of Product Leadership is an Executive Education
Business School which focuses on transforming senior
technology leaders into global Product Leaders. India's first
B school which is designed by senior product practitioners
and CEOs of several high tech companies - EPIC
(Executive Product Industry Council) and delivered by world
class faculty from US and global product practitioners.
INSTITUTE OF PRODUCT LEADERSHIP
Bangalore : 3rd
Floor, “Amber”, 132, 15th
Main, 4th
Block
Koramangla, Bangalore, Karnataka,
India – 560034
USA : 11 Loyola Ter, San Francisco, CA 94117