The document discusses why happiness at work matters and how it impacts productivity. Key points include:
1) Happier employees are more focused on their tasks, take less sick leave, and stay at their jobs longer than less happy colleagues.
2) The main drivers of happiness at work are achieving one's potential through using their strengths, skills, and overcoming challenges.
3) Research shows that happiness increases productivity - the happiest employees focus more on tasks, have less sick leave, and are more likely to stay in their jobs. Increasing employee happiness could gain a company thousands of extra productive days each year.
This document discusses motivating employees through intrinsic and extrinsic factors. It summarizes that employees have both motivator and hygiene needs according to Herzberg's theory. Motivator needs are related to the work itself like interesting work and responsibility, while hygiene needs involve the work context like pay and security. The document advises managers to understand employees' values and make work enjoyable to improve attitudes, motivation, and performance. Both hygienic factors and motivators are important for high performance. Managers should minimize dissatisfaction through fair treatment while also providing opportunities for achievement and growth.
Lean production principles aim to maximize value and minimize waste. Key aspects of lean thinking include identifying and eliminating activities that do not create value for the customer, focusing on optimal flow throughout production processes, and creating value for customers. Companies can apply lean principles to increase productivity, reduce costs, and gain a competitive advantage in the market. Working smart rather than just working hard is important for improving productivity and involves continually developing skills, planning ahead, leveraging life skills, and setting specific, measurable, and achievable goals.
Discovering Your Management Style Paei (Producer (P); Administrator (A); En...thinkbeforetalking
This document discusses the PAEI management styles assessment tool developed by Dr. Ichak Adizes over 30 years ago. The tool identifies 4 main management styles: Producer, Administrator, Entrepreneur, and Integrator. Taking the 5 minute assessment allows individuals to understand their own style and those of coworkers. Understanding different styles helps improve communication and team performance. The 4 styles are described - Producers focus on getting things done; Administrators ensure work is organized and follows procedures; Entrepreneurs create new ideas; Integrators bring people together and help teams work well. Mastering all 4 styles allows one to manage situations effectively.
When It Comes to Employee Motivation, One Size Does Not Fit AllITA Group
Trying to motivate your people?
The fact that one size doesn’t fit all makes employee motivation tricky.
And while you can’t force motivation, you can (strategically) inspire it—even among the masses.
Learn more about employee motivation and Motivology—our very own brand of motivation—at https://www.itagroup.com/our-approach.
This document provides information about the educational and professional background of an individual. It lists degrees obtained from various universities in Biology, Medicine, Surgery, Business, as well as postgraduate medical training and experience in surgical oncology and cancer centers in the Philippines, United States, and China.
Organizational Physics 101: The Four Styles of ManagementLex Sisney
The document discusses organizational physics and the four forces of management: producer, stabilizer, innovator, and unifier. Each force has a different focus - producers focus on results, stabilizers focus on processes, innovators focus on new ideas, and unifiers focus on building team harmony. The document provides information on identifying the four forces within organizations and understanding the different energy drains and gains associated with each force. It promotes using systems thinking to understand these forces and their interplay for better business performance.
This document discusses increasing workplace productivity. It emphasizes that developing employee skills through training and professional development is a key part of improving productivity. Productivity can be increased by focusing on systems and processes, communication, time management, tools/equipment, technology, teamwork, and motivation. Having a talented, well-trained team is identified as a major factor for increasing productivity. The most strategic way to boost workplace productivity is to improve individual employee productivity through training and skill development.
The document discusses why happiness at work matters and how it impacts productivity. Key points include:
1) Happier employees are more focused on their tasks, take less sick leave, and stay at their jobs longer than less happy colleagues.
2) The main drivers of happiness at work are achieving one's potential through using their strengths, skills, and overcoming challenges.
3) Research shows that happiness increases productivity - the happiest employees focus more on tasks, have less sick leave, and are more likely to stay in their jobs. Increasing employee happiness could gain a company thousands of extra productive days each year.
This document discusses motivating employees through intrinsic and extrinsic factors. It summarizes that employees have both motivator and hygiene needs according to Herzberg's theory. Motivator needs are related to the work itself like interesting work and responsibility, while hygiene needs involve the work context like pay and security. The document advises managers to understand employees' values and make work enjoyable to improve attitudes, motivation, and performance. Both hygienic factors and motivators are important for high performance. Managers should minimize dissatisfaction through fair treatment while also providing opportunities for achievement and growth.
Lean production principles aim to maximize value and minimize waste. Key aspects of lean thinking include identifying and eliminating activities that do not create value for the customer, focusing on optimal flow throughout production processes, and creating value for customers. Companies can apply lean principles to increase productivity, reduce costs, and gain a competitive advantage in the market. Working smart rather than just working hard is important for improving productivity and involves continually developing skills, planning ahead, leveraging life skills, and setting specific, measurable, and achievable goals.
Discovering Your Management Style Paei (Producer (P); Administrator (A); En...thinkbeforetalking
This document discusses the PAEI management styles assessment tool developed by Dr. Ichak Adizes over 30 years ago. The tool identifies 4 main management styles: Producer, Administrator, Entrepreneur, and Integrator. Taking the 5 minute assessment allows individuals to understand their own style and those of coworkers. Understanding different styles helps improve communication and team performance. The 4 styles are described - Producers focus on getting things done; Administrators ensure work is organized and follows procedures; Entrepreneurs create new ideas; Integrators bring people together and help teams work well. Mastering all 4 styles allows one to manage situations effectively.
When It Comes to Employee Motivation, One Size Does Not Fit AllITA Group
Trying to motivate your people?
The fact that one size doesn’t fit all makes employee motivation tricky.
And while you can’t force motivation, you can (strategically) inspire it—even among the masses.
Learn more about employee motivation and Motivology—our very own brand of motivation—at https://www.itagroup.com/our-approach.
This document provides information about the educational and professional background of an individual. It lists degrees obtained from various universities in Biology, Medicine, Surgery, Business, as well as postgraduate medical training and experience in surgical oncology and cancer centers in the Philippines, United States, and China.
Organizational Physics 101: The Four Styles of ManagementLex Sisney
The document discusses organizational physics and the four forces of management: producer, stabilizer, innovator, and unifier. Each force has a different focus - producers focus on results, stabilizers focus on processes, innovators focus on new ideas, and unifiers focus on building team harmony. The document provides information on identifying the four forces within organizations and understanding the different energy drains and gains associated with each force. It promotes using systems thinking to understand these forces and their interplay for better business performance.
This document discusses increasing workplace productivity. It emphasizes that developing employee skills through training and professional development is a key part of improving productivity. Productivity can be increased by focusing on systems and processes, communication, time management, tools/equipment, technology, teamwork, and motivation. Having a talented, well-trained team is identified as a major factor for increasing productivity. The most strategic way to boost workplace productivity is to improve individual employee productivity through training and skill development.
Fm 268 How To Get Extraordinary June 20guest73b728c3
The document provides six steps for building extraordinary performance in employees: 1) Goal setting to establish direction and expectations. 2) Delegating the right tasks to the right people. 3) Coaching and counseling to improve performance through motivation and accountability. 4) Training and development to teach new skills and prepare employees for advancement. 5) Conducting performance appraisals to review past performance and set goals for the future. 6) Effective hiring practices like screening resumes, reference checks, and testing to find the right cultural fit.
The document contains quotes from Kenneth H. Blanchard about organizational goals, management, and people. Blanchard emphasizes looking at goals and performance to ensure behavior matches goals, helping people reach their full potential, and investing time in people. He discusses effective managers managing themselves and others so that both the organization and people benefit from their presence. The document also provides information about the Atiim platform for aligning organizations, setting goals and tracking performance.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
The document summarizes a public speech about responsive leadership for the future of work. It discusses how the world is changing rapidly due to disruptive technologies and megatrends, requiring organizations to take a more holistic, responsive, and entrepreneurial approach. Specifically, it recommends that organizations focus on holism across strategy, leadership and culture; responsiveness through agile structures and processes; and entrepreneurship by empowering internal teams to act independently and innovatively. The speaker argues this will allow organizations to better adapt and thrive in today's volatile environment.
Organizational Physics 101: The Formula for Success & HappinessLex Sisney
An organization is a system. To survive and thrive, it must keep internal entropy low and get new energy from the surrounding environment. The lower the entropy and the higher the integration, the greater the probability of success.
The document discusses work-life balance and employee retention. It defines work-life balance and employee retention. It describes characteristics of achieving a perfect work-life balance like unplugging from technology, exercising, and sharing. Benefits of work-life balance include reduced burnout, improved engagement, and better firm perception. Organizations can offer flexible hours, childcare, and insurance. Good employee retention reduces turnover and its negative effects on company performance. Employees leave due to poor hiring, management, goals, and career development. Maintaining work-life balance improves employee retention.
Lean Coaching: the Wheel of Life and Harada Method - A new approach from the ...Learning Everywhere
This document discusses Lean Coaching, which combines Lean principles with coaching methods. It introduces the Wheel of Life coaching tool to help individuals diagnose their current "as is" state by assessing satisfaction levels across important life areas. This identifies waste. The Harada Method then helps set goals and daily tasks to create value and agility by moving from the current to the desired "to be" state. Combining the Wheel of Life, Harada Method, and coaching supports continuous improvement by reducing waste and increasing value through focused action.
Strategy is the process of integrating unique capabilities with growing opportunities in the marketplace. Identify your current lifecycle stage on the strategy map. From there, what should your next move be? Learn more at http://www.OrganizationalPhysics.com/tutorials
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
This document provides an agenda and background on execution research and the 4 Disciplines of Execution framework. The agenda includes an execution book, execution quotient, 4DX research background, 4DX overview, best practices, and Q&A. The document then discusses results from an execution research survey. It outlines the 6 drivers of poor execution and the 6 drivers of strong execution. Finally, it summarizes each of the 4 Disciplines of Execution - focusing on the wildly important, acting on lead measures, creating a compelling scoreboard, and creating a cadence of accountability.
This document discusses how organizations can foster innovation through their structure, strategy, and culture. It provides examples of how companies like GE, IDEO, and Netflix encourage innovation. The key aspects that support innovation are aligning with business strategy, having goals and leadership that foster creativity, developing skills through exploration and experimentation, and cultivating an organizational culture that allows for risk-taking and new ideas.
This document provides copyright information and disclaimers for a report on recession-proofing an HR career. It notes that the strategies discussed could help the reader avoid losing their HR job during difficult economic times, but does not guarantee any specific career or financial outcomes. The report is intended to provide informational and motivational advice only.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
The document discusses various ways to achieve self-motivation. It begins with a story about gazelles and cheetahs in Africa whose survival depends on their ability to run faster than their predators or prey. It then discusses defining motivation and different types of intrinsic and extrinsic motivators. Maslow's hierarchy of needs is explained as it relates to motivation. The document provides tips for maintaining self-motivation including having a cause, dreaming big, not being afraid of mistakes, and taking action. It emphasizes that lasting motivation comes from within rather than from external forces.
Principles of Creation - The Golden rules for achieving external goalsSteve Stacey
This document outlines the 7 Principles of Creation, which are common strategies that can be applied across different goals and life areas to achieve success. The 7 principles are: 1) having a clear identity or goal, 2) involving diverse inputs, 3) agreeing on a plan through give-and-take, 4) including meaning, beauty, truth, etc., 5) respecting all stakeholders, 6) supporting individual growth to help the whole, and 7) using feedback. Examples are given of how these principles can be applied to relationships, businesses, nature, and personal goal-setting. It is noted that while understanding the principles is valuable, inner qualities like virtue are also important for effective application.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
There is a big problem in many companies today where employees feel unfulfilled and dissatisfied. A study found that understanding one's natural talents ("what"), motivations ("why"), and preferred work style ("how") is key to peak performance. Companies need manager coaches to help employees achieve higher self-awareness and authenticity to better understand themselves and modify their roles accordingly. This leads to increased engagement, performance and profits for both the employee and company.
French law mandates at least five weeks of vacation. Australia provides both paid maternal and paternal leave. Denmark breeds work-life balance into their culture.
So why is American so out of touch? In stark contrast to these balanced regimes, Americans continue to pander through the workday. We extend our hours, snack on sad desk lunches, and forgo vacation to get ahead. But science says there’s a fatal flaw in our system…
Today, 70 percent of the American workforce is disengaged. The rat race mentality has left us sleepwalking through life — and it’s time to wake up. Join Joe Mechlinski, New York Times Bestselling author and speaker, as he introduces science into the great work debate. Joe will show you how to become better in tune with your three brains (head, heart, and gut) to help reshape your thinking, motivation, and behaviors to find greater fulfillment at work.
Fm 268 How To Get Extraordinary June 20guest73b728c3
The document provides six steps for building extraordinary performance in employees: 1) Goal setting to establish direction and expectations. 2) Delegating the right tasks to the right people. 3) Coaching and counseling to improve performance through motivation and accountability. 4) Training and development to teach new skills and prepare employees for advancement. 5) Conducting performance appraisals to review past performance and set goals for the future. 6) Effective hiring practices like screening resumes, reference checks, and testing to find the right cultural fit.
The document contains quotes from Kenneth H. Blanchard about organizational goals, management, and people. Blanchard emphasizes looking at goals and performance to ensure behavior matches goals, helping people reach their full potential, and investing time in people. He discusses effective managers managing themselves and others so that both the organization and people benefit from their presence. The document also provides information about the Atiim platform for aligning organizations, setting goals and tracking performance.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
The document summarizes a public speech about responsive leadership for the future of work. It discusses how the world is changing rapidly due to disruptive technologies and megatrends, requiring organizations to take a more holistic, responsive, and entrepreneurial approach. Specifically, it recommends that organizations focus on holism across strategy, leadership and culture; responsiveness through agile structures and processes; and entrepreneurship by empowering internal teams to act independently and innovatively. The speaker argues this will allow organizations to better adapt and thrive in today's volatile environment.
Organizational Physics 101: The Formula for Success & HappinessLex Sisney
An organization is a system. To survive and thrive, it must keep internal entropy low and get new energy from the surrounding environment. The lower the entropy and the higher the integration, the greater the probability of success.
The document discusses work-life balance and employee retention. It defines work-life balance and employee retention. It describes characteristics of achieving a perfect work-life balance like unplugging from technology, exercising, and sharing. Benefits of work-life balance include reduced burnout, improved engagement, and better firm perception. Organizations can offer flexible hours, childcare, and insurance. Good employee retention reduces turnover and its negative effects on company performance. Employees leave due to poor hiring, management, goals, and career development. Maintaining work-life balance improves employee retention.
Lean Coaching: the Wheel of Life and Harada Method - A new approach from the ...Learning Everywhere
This document discusses Lean Coaching, which combines Lean principles with coaching methods. It introduces the Wheel of Life coaching tool to help individuals diagnose their current "as is" state by assessing satisfaction levels across important life areas. This identifies waste. The Harada Method then helps set goals and daily tasks to create value and agility by moving from the current to the desired "to be" state. Combining the Wheel of Life, Harada Method, and coaching supports continuous improvement by reducing waste and increasing value through focused action.
Strategy is the process of integrating unique capabilities with growing opportunities in the marketplace. Identify your current lifecycle stage on the strategy map. From there, what should your next move be? Learn more at http://www.OrganizationalPhysics.com/tutorials
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
This document provides an agenda and background on execution research and the 4 Disciplines of Execution framework. The agenda includes an execution book, execution quotient, 4DX research background, 4DX overview, best practices, and Q&A. The document then discusses results from an execution research survey. It outlines the 6 drivers of poor execution and the 6 drivers of strong execution. Finally, it summarizes each of the 4 Disciplines of Execution - focusing on the wildly important, acting on lead measures, creating a compelling scoreboard, and creating a cadence of accountability.
This document discusses how organizations can foster innovation through their structure, strategy, and culture. It provides examples of how companies like GE, IDEO, and Netflix encourage innovation. The key aspects that support innovation are aligning with business strategy, having goals and leadership that foster creativity, developing skills through exploration and experimentation, and cultivating an organizational culture that allows for risk-taking and new ideas.
This document provides copyright information and disclaimers for a report on recession-proofing an HR career. It notes that the strategies discussed could help the reader avoid losing their HR job during difficult economic times, but does not guarantee any specific career or financial outcomes. The report is intended to provide informational and motivational advice only.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
The document discusses the findings of extensive interviews conducted by Gallup with managers and employees at hundreds of companies. It identifies 12 key factors that are strongly linked to employee retention, engagement, and performance. Only 5 of the 12 factors directly influence retention. The document also provides guidance for managers on developing employees, focusing on strengths rather than weaknesses, setting clear expectations, and treating each employee differently based on their unique talents and needs.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
The document discusses various ways to achieve self-motivation. It begins with a story about gazelles and cheetahs in Africa whose survival depends on their ability to run faster than their predators or prey. It then discusses defining motivation and different types of intrinsic and extrinsic motivators. Maslow's hierarchy of needs is explained as it relates to motivation. The document provides tips for maintaining self-motivation including having a cause, dreaming big, not being afraid of mistakes, and taking action. It emphasizes that lasting motivation comes from within rather than from external forces.
Principles of Creation - The Golden rules for achieving external goalsSteve Stacey
This document outlines the 7 Principles of Creation, which are common strategies that can be applied across different goals and life areas to achieve success. The 7 principles are: 1) having a clear identity or goal, 2) involving diverse inputs, 3) agreeing on a plan through give-and-take, 4) including meaning, beauty, truth, etc., 5) respecting all stakeholders, 6) supporting individual growth to help the whole, and 7) using feedback. Examples are given of how these principles can be applied to relationships, businesses, nature, and personal goal-setting. It is noted that while understanding the principles is valuable, inner qualities like virtue are also important for effective application.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
There is a big problem in many companies today where employees feel unfulfilled and dissatisfied. A study found that understanding one's natural talents ("what"), motivations ("why"), and preferred work style ("how") is key to peak performance. Companies need manager coaches to help employees achieve higher self-awareness and authenticity to better understand themselves and modify their roles accordingly. This leads to increased engagement, performance and profits for both the employee and company.
French law mandates at least five weeks of vacation. Australia provides both paid maternal and paternal leave. Denmark breeds work-life balance into their culture.
So why is American so out of touch? In stark contrast to these balanced regimes, Americans continue to pander through the workday. We extend our hours, snack on sad desk lunches, and forgo vacation to get ahead. But science says there’s a fatal flaw in our system…
Today, 70 percent of the American workforce is disengaged. The rat race mentality has left us sleepwalking through life — and it’s time to wake up. Join Joe Mechlinski, New York Times Bestselling author and speaker, as he introduces science into the great work debate. Joe will show you how to become better in tune with your three brains (head, heart, and gut) to help reshape your thinking, motivation, and behaviors to find greater fulfillment at work.
Career Reboot - Transferable Skills that Rock You To Results Mary Lee Gannon
The Career Changer’s Dilemma: You want to change careers or start a business but you keep telling yourself you are not qualified or that your current career skills do not demonstrate that you are diversified enough to bring value to a new setting.
You already have plenty of skills that you may not realize are very marketable and useful. These are called “transferable skills” or skills that you already have that can be applied in another setting.
GreenBiz 17 Tutorial Slides: "Transformative Organizational Success through L...GreenBiz Group
Many sustainability programs struggle because they are developed or integrated in ways that miss important organizational dimensions. Participants will learn how to incorporate four key pillars of success for lasting, sustainable change: leadership, strategy, communication and global-context. This cross-functional team of expert practitioners and faculty will provide insights on how to:
Create and identify sustainability strategies that promote broad organizational success through an effective suite of actions.
Apply global sustainability principles to your specific organizational context by integrating your organization's own perspective through a lens of sustainability with a global-context.
Employ leadership competencies and behaviors that are critical to leading lasting, transformational change.
Communicate effectively about sustainability with key stakeholders and audiences.
Confessions Of A New CEO: Lessons Learned In My First YearMegan Denhardt
The document provides 10 tips for new CEOs in their first year. The tips include preparing for the first day by learning about the organization and assembling a support team, setting priorities and managing expectations, developing a strategic plan with board input, communicating effectively, hiring the right people, defining and modeling the new organizational culture, managing time well, and overcoming potential burnout. Contact information is provided for follow up.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
This document provides strategies for career success, including developing relationships, enhancing your value within your company, and creating a career development plan. It discusses the importance of leadership and retaining talent. Specific tips are provided, such as understanding your company's culture, increasing your visibility, getting support from a coach or mentor, and regularly evaluating your progress. Developing emotional intelligence and communication skills is also emphasized. The goal is to help people advance their careers by taking leadership opportunities and continuously learning and developing themselves.
The document discusses strategy execution and outlines three key building blocks for effective execution: 1) The leader's seven essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture by setting clear expectations, discussing how to achieve results, and rewarding results. 3) Having the right people in the right jobs by ensuring a robust people process that is linked to the strategic plan and focuses on leadership development, performance management, and succession planning. Effective execution also requires alignment between the strategy, people, and operational processes.
Discovery Session: Five Step Strategy Executives and Senior Professionals Us...Djmcknight
News Flash: The worse thing Senior Professionals and Executives can do is to apply for every job they can find on job boards.
Our clients go from being frustrated with the entire job search process; to reaching hiring managers, land a career they love.
As professionals and executives, we are told to attend all the network events, make connections, get our LinkedIn profiles updated but we are left feeling like we are begging for a job and no one wants us.
Our clients define their value proposition and engage hiring managers differently, get the focus on relevant skills, accomplishments, and demonstrate value to turn silence into job offers.
This document promotes Kingsway Solutions, a coaching organization that offers various leadership development programs and services. It summarizes their offerings, which include individual and group coaching in areas like leadership skills, conflict resolution, marketing strategies, and life coaching. Testimonials are provided from past clients who achieved success through Kingsway's programs. The document aims to enroll leaders, entrepreneurs, and professionals by highlighting the organization's industry partnerships and how their coaching approaches can help clients achieve goals and maximize their potential.
Great managers break conventional rules of management in order to get the best performance from employees. They focus on selecting employees based on talents, not experience or intelligence. They define desired outcomes rather than directly controlling how employees do their work. And they concentrate on developing existing strengths in employees rather than trying to fix weaknesses. The keys for great managers are selecting the right people for jobs based on their natural talents, setting appropriate expectations focused on outcomes, motivating employees by recognizing strengths, and helping employees find roles that are the best fit for their talents.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was an influential thinker who wrote some of the earliest books on management as a distinct function. His 1954 book The Practice of Management established three roles of management: managing a business, managing managers, and managing workers and work. It also summarizes some of his key concepts around business objectives, production systems, and management principles discussed in the book.
The document provides a summary of Peter Drucker's background and two of his influential books on management: The Practice of Management (1954) and The Effective Executive (1966). It summarizes some of Drucker's key ideas from these works, including his view that management is a distinct function, focusing on objectives, organizing work, and motivating employees. It also outlines five practices of effective executives according to Drucker: allocating time well, focusing on outward contribution, building on strengths, setting priorities, and making effective decisions.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. The summary also briefly discusses some of the key topics and principles from The Effective Executive (1966) such as focusing on effectiveness, time management, building on strengths, and effective decision making.
The document provides a summary of Peter Drucker's background and two of his influential books on management: The Practice of Management (1954) and The Effective Executive (1966). It summarizes some of Drucker's key ideas from these works, including his view that management is a distinct function, focusing on objectives, organizing work, and motivating employees. It also outlines five practices of effective executives according to Drucker: allocating time well, focusing on outward contribution, building on strengths, setting priorities, and making effective decisions.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's key concepts from that book including managing a business, managing managers, and managing workers and work.
The document provides a summary of Peter Drucker's background and publications on management. It discusses that Drucker was educated in Austria and England and came to the US in 1937. It outlines some of his major works including The Practice of Management (1954), which depicted management as a distinct function. It also summarizes some of Drucker's concepts from The Effective Executive (1966) including that effectiveness can be learned through certain practices and habits.
The document provides a summary of Peter Drucker's background and two of his influential books on management: The Practice of Management (1954) and The Effective Executive (1966). It summarizes some of Drucker's key ideas from these works, including his view that management is a distinct function, focusing on objectives, organizing work, and motivating employees. It also outlines five practices of effective executives according to Drucker: allocating time well, focusing on outward contribution, building on strengths, setting priorities, and making effective decisions.
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
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[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
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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:
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
4. What is productivity?
“It is a measure of how efficiently and
effectively a business or an economy uses
inputs produce outputs (i.e. how well
resources are used to produce output). Where,
efficiency means doing things right the first
time and effectiveness as doing the right thing.
Productivity is, above all, a state of mind
where one seeks the continuous improvement
of what exists. It is a confidence that one can
do better today than yesterday, and that
tomorrow will be better than today”
7. Lead without title system
S/NO. CONVERSATION LEADERSHIP
QUOTE TO
MEMORIZE
ACRONY
M
THE FIVE RULES ACTION STEPS TO
TRANSFORM YOU
1 You need no title to
become a Leader
Money, influence and
position are nothing
compared with brains,
principles, energy and
perseverance. - Orison
Swett Marden
Image I - Innovation
M - Mastery
A - Authenticity
G - Guts
E - Ethics
Record an Inventory of all
the areas within both Work
And Personal life where you
are avoiding personal
responsibility by playing the
victim. Then, list your Daily
Five Leadership Goals for
each of them to drive
positive change as leader
without a title.
2 Turbulent Times build
great Leaders
Life begins at the end of
your comfort zone. - Neale
Donald Walsch
Spark S -Speak With Candor
P - Prioritize
A – Adversity Breeds Opportunity
R -Respond versus Reaction
K -Kudos To Everyone
Write the single biggest
opportunity to lead positive
change in your organization.
Then record why you are
resisting it. Finally, list the
three most engaging rewards
that will come to you if you to
your edge and initiate the
change.
8. Lead without title system .. contd
S/NO. CONVERSATION LEADERSHIP
QUOTE TO
MEMORIZE
ACRONY
M
THE FIVE RULES ACTION STEPS TO
TRANSFORM YOU
3 The deeper your
Relationships, the
stronger your
Leadership
No man will make a great
leader who wants to do it
all himself or to get all
the credit for doing it. -
Andrew Carnegie
Human H - Helpfulness
U - Understanding
M - Mingle
A - Amuse
N - Nurture
Think about the person who has
had the biggest influence on you.
What are the three things that made
them special? How could you
install those beliefs / behaviors and
ways of being into our work and
home life starting today?
4 To be a Great Leader,
first become a Great
Person
If one advances confidently
in the direction of his
dreams and endeavors to
live the life which he has
imagined, he will meet with
a success unexpected in
common hours. - Henry
David Thoreau
Shine S - See Clearly
H - Health is Wealth
I - Inspiration Matters
N - Neglect Not Your Family
E -Elevate Your Lifestyle
List five things you will do
immediately to refuel your inner leader
and take your mind, body, emotions,
and spirit to the next level of
excellence. Then schedule time to
execute these five goals flawlessly to
get to the power of momentum
working for you.
10. Productivity Principles –
24/7 Time blocking … contd
PRIME TIME F-O-C-U-S (from IQ to LQ
thro’ EQ)
1. Internal Prime Time to serve
YOURSELF
2. External Prime Time to serve
OTHERS
13. “Beware of your inbox, it's
nothing but a convenient
organizing system for other
people's agendas. Your
goal is to always keep the
main thing the main thing in
your life, whatever it may
be. Focus today. Use your
psychology,
physiology, productivity,
and persuasion skills to
amplify your energy and
results. Its your time”
Brendon Burchard
Productivity Principles – 24/7 Time blocking … contd.
14. Productivity Principles
– 24/7 Time blocking … contd.
“Set blocks of time
to achieve specific
outcomes and
results–generally
working in the 90
minute bursts of
intensity that have
been scientifically
proven to yield best
performance” Robin
Sharma
15. Productivity Principles -
Five S (5S) in Kaizen
Kaizen
This is a Japanese
business
philosophy of
continuous
improvement of
working practices,
personal efficiency
25. Better Customer Engagement
Improve your customers' service experience
across all contact channels and sharpen your
competitive edge with Safaricom’s solutions.
Maximise the customer lifetime value and
even build new income streams.
What is success?....contd