Engage & Grow is a proven program to sustainably improve team engagement. Based on neuroscience and an understanding of current HR trends, this program has helped many companies in over 20 countries to create a habit of engagement to break silo thinking and reduce office politics. Contact info@actioncoachsouthjakarta.com for more information. To be an Engage & Grow Coach, go to www.engageandgrowindonesia.com
Find out the right job fit for your people with the new DISC job fit assessment. Also find out what drives your team to do what they do by including the DISC motivators assessment.
A short description of DISC and how it can help you understand different types of people and how to put them in a position that adds value in your organization.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
The document outlines an agenda for a team meeting to discuss principles and values. It includes introductions, establishing ground rules, defining what a team means, identifying individual values, finding common values, creating classified ads to find suitable team matches, developing team principles, and discussing hypothetical situations to apply the learning. The meeting aims to bring people together, understand shared goals and values, and accelerate learning through discussion and activities.
Most companies today have separate programs which helps in bringing the employees of the organisation together and teaches them to work in a team environment. It is also one of the typical questions asked during interviewing a candidate, whether team work is one of their strength or not.
Although giving a definite answer to what really drives team work is difficult, as it may vary from good leadership to understanding among the team members, here's a list of few ways which can be used to enhance team values and work towards a successful company.
Creating and Enabling High Performing Teams 2015Tami Flowers
This document provides information about creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like giving and receiving feedback, dealing with different personality types, and the importance of teamwork. The presenters are experts in helping organizations transition from waterfall to agile approaches and building effective teams.
This document discusses four different leadership styles - Red, Blue, Yellow, and Green Energy - and how each style prefers to lead themselves, others, teams, and organizations. Red Energy focuses on being competitive and goal-oriented. Blue Energy emphasizes being precise, deliberate, and analytical. Yellow Energy likes generating new ideas and keeping things enthusiastic and optimistic. Green Energy values honesty, caring, and supporting others. The document suggests understanding one's preferred style and how to flex to different styles depending on the situation. More information is available from the contact provided.
This document provides coaching tips for leading a team to greatness. It recommends that coaches first scout their team to understand experience levels and roles. Coaches should also ensure members are prepared for feedback by having experience data and scheduling coaching meetings. When coaching, the document advises focusing on one thing at a time and using questions to uncover issues and solutions. Coaches should agree on desired outcomes with their team and focus on process over results on a weekly basis until new habits are formed.
Find out the right job fit for your people with the new DISC job fit assessment. Also find out what drives your team to do what they do by including the DISC motivators assessment.
A short description of DISC and how it can help you understand different types of people and how to put them in a position that adds value in your organization.
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
The document outlines an agenda for a team meeting to discuss principles and values. It includes introductions, establishing ground rules, defining what a team means, identifying individual values, finding common values, creating classified ads to find suitable team matches, developing team principles, and discussing hypothetical situations to apply the learning. The meeting aims to bring people together, understand shared goals and values, and accelerate learning through discussion and activities.
Most companies today have separate programs which helps in bringing the employees of the organisation together and teaches them to work in a team environment. It is also one of the typical questions asked during interviewing a candidate, whether team work is one of their strength or not.
Although giving a definite answer to what really drives team work is difficult, as it may vary from good leadership to understanding among the team members, here's a list of few ways which can be used to enhance team values and work towards a successful company.
Creating and Enabling High Performing Teams 2015Tami Flowers
This document provides information about creating and enabling high performing teams. It discusses the stages of team formation including forming, storming, norming and performing. It also covers topics like giving and receiving feedback, dealing with different personality types, and the importance of teamwork. The presenters are experts in helping organizations transition from waterfall to agile approaches and building effective teams.
This document discusses four different leadership styles - Red, Blue, Yellow, and Green Energy - and how each style prefers to lead themselves, others, teams, and organizations. Red Energy focuses on being competitive and goal-oriented. Blue Energy emphasizes being precise, deliberate, and analytical. Yellow Energy likes generating new ideas and keeping things enthusiastic and optimistic. Green Energy values honesty, caring, and supporting others. The document suggests understanding one's preferred style and how to flex to different styles depending on the situation. More information is available from the contact provided.
This document provides coaching tips for leading a team to greatness. It recommends that coaches first scout their team to understand experience levels and roles. Coaches should also ensure members are prepared for feedback by having experience data and scheduling coaching meetings. When coaching, the document advises focusing on one thing at a time and using questions to uncover issues and solutions. Coaches should agree on desired outcomes with their team and focus on process over results on a weekly basis until new habits are formed.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
Strengths Based Leadership Managers Workshoppatrickking
The document summarizes key findings from Gallup research on effective leadership. It discusses that the most effective leaders (1) invest in their strengths and know their talents, (2) surround themselves with teams that complement their strengths, and (3) understand why people follow - which research found to be trust, compassion, and stability. Leaders are advised to focus on talents, build diverse teams, and meet follower needs for trust, care, and hope.
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
The document discusses the differences between leadership and coaching, providing definitions of each from various experts. It also outlines different coaching models and key coaching skills, including listening, questioning, and being an enabler of answers. The document provides guidance on using coaching skills like the GROW model and gives tips on effective listening and reading body language.
Have you reached your limit, or maxed out your capacity? Do you see this issue on the horizon?
Whether a solo practitioner or leader of an established team, growth requires mastering the art of “getting things done through other people.”
R3 Coaching’s “Building the Effective Team” will empower you to spend more time in your area of passion and unique ability, strengthen the performance of your practice, and experience a dramatically improved quality of life! You will be equipped to hire the right talent, delegate effectively, and foster intrinsic motivation within each team member.
This document outlines the benefits of collaboration and forming coalitions to achieve common goals. It discusses how to form successful project teams focused on specific outcomes, including having a clear purpose, plan, measurable goals, shared ownership, and open communication. The benefits of collaboration include resource sharing, expertise, community presence, cohesion, shared responsibility, and collective leverage. Successful quality improvement project teams require an organizational culture of quality, shared understanding, accountability, and a blame-free environment focused on system issues rather than human error.
This document discusses strengths-based teamwork and how focusing on individual strengths rather than weaknesses leads to greater performance and engagement. It defines teamwork as blending individual strengths in a common direction towards meaningful goals. Strengths are refined talents combined with skill and knowledge that allow consistent top performance. However, most people spend only 17% of their time using their strengths. Focusing on weaknesses can lead to frustration, while focusing on strengths builds confidence and motivation, resulting in 73% engagement. Recognizing each person's top 34 strengths themes allows for optimizing roles. In summary, a strengths approach identifies and leverages natural talents for maximum productivity and satisfaction.
There are 8 necessary roles within highly effective teams: practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. Each role serves an important purpose for the team. Effective teams are composed through a deliberate selection process that ensures alignment between individual and team goals. Understanding communication styles and leveraging each member's strengths allows teams to work synergistically towards their goals.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document discusses coaching and its relationship to leadership. It defines coaching as helping individuals achieve goals and overcome obstacles through personal and professional development. Coaching focuses on raising self-awareness and knowledge. Effective leadership is described as a moral relationship based on trust and shared vision. Coaching principles include awareness, responsibility, and self-directed learning. Coaching tools include active listening, questioning, and feedback. The Grow model outlines setting goals, assessing reality and options, and determining one's will. Coaching cultivates a culture of self-awareness, responsibility, self-belief, and solution-focus to help people achieve their potential.
Appreciative team building events Gautengteam-building
Life Masters REAL team building ideas, activities and events to transform trust, resolve conflict, build relationship, clear baggage anf grow leadership, facilitated by Tony Dovale & Debbie Vernon http://www.lifemasters.co.za - South Africa 083-447-63400
Transformational Leadership 1 Day Workshop
11th February 2014 in Rossett, Chester
Realise the aspirations of your business | Develop the talent of your people
Discover how colleagues who may drive us to distraction could provide the necessary balance within a team...
...and much MUCH more!
Building Loyalty and Expand Performance - Benefits of Emotional IntelligenceDrake International
The document advertises an upcoming webinar about the benefits of emotional intelligence (EI) for businesses. It will discuss what EI is, how to incorporate it into workforce development strategies, and provide practical tips and assessments. Attendees will learn about self-awareness, managing emotions, and recognizing emotions in others. Research is cited showing the importance of EI for workplace success and leadership. The webinar will provide information on assessing and building EI, with resources recommended for individual and team development.
The document discusses why teams don't work effectively and some common misperceptions about teams. It notes that while teams are meant to bring people together for a common goal, there are challenges like lack of clear direction, coordination problems, and competition between members that can damage performance. Research shows members often disagree on the team's purpose. The document advocates being selective in choosing dedicated team members and setting clear expectations and roles to make teams successful.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
Leader as a Coach: Impact on Employee’s Commitment- Lean & Six Sigma World Co...Jorge Covacs
by Jorge Covacs, Consultant (Brazil)
Research has found that the satisfaction of basic human needs in the workplace can increase the chance of success for the organization.
Engaged employees result in increased productivity, and this engagement depends on the existence of emotions such as joy, interest and care, good relationships among employees, and appreciation for their jobs. The presentation discusses what it takes to have a committed team with optimized performance: support of the manager, clarity on job tasks, diversity of tasks, and autonomy.
All of these elements depend largely on the manager, who should treat their staff fairly and with dignity. From the climate dimensions as developed by Kolb and the social motives, proposed by McClelland, key guidelines will be presented for managers in order to provide suitable support for team members.
This document discusses developing team culture. It defines team culture as the basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the team. It discusses elements of team culture, the purpose of culture, and key dimensions of organizational culture. It provides exercises for describing a team's culture and outlines a team values charter process for building team identity. The overall document provides strategies and tools for developing and shaping team culture.
The document discusses the new role of the agile manager. It argues that managers should foster shared leadership and develop coaching capabilities. Shared leadership improves team performance when leadership is distributed across team members and they influence each other. Coaching helps create an environment where team members feel safe contributing ideas and participating in decision-making. The role of the external coach is to support the team and help them become self-managed by building commitment and clarifying work, rather than telling the team what to do.
Developing high performance teams (based on work of Pat MacMillan)Stefanus Snyman
This document discusses the development of high performance teams based on a model by Pat MacMillan. It describes 5 stages of team development:
1. Basic Group (Forming) - focused on alignment between members and whether they want to go in the same direction.
2. Adolescent Team (Storming) - focused on building trust between members as they learn about each other.
3. Learning Team (Norming) - focused on agreeing on the task and how to accomplish it through open discussion of roles and processes.
4. High Performance Team (Performing) - displays high willingness to cooperate and skill in cooperation, balancing task and relationships to achieve exceptional results.
5. Potential
Building a High Performing Team the Old Fashioned WayChristina Huszcza
How does one assemble, support and enrich a team of high performers all working together instead of against each other? How do you take an existing team and MAKE it perform in a more healthy and productive way? This presentation was delivered at the NorthEast Regional Computing Program (NERCOMP) in March 2016.
This document discusses how companies can regain their distinctive culture or "flavor" that is lost as they grow in size and complexity. It argues that employee engagement is key to delivering consistent customer experiences. The document outlines five ways for companies to strengthen their culture: 1) hiring the right people with purpose; 2) giving employees a sense of purpose beyond their job duties; 3) actively engaging employees; 4) establishing clear behavioral frameworks; and 5) recognizing strong performance aligned with cultural values. Regaining a distinctive culture requires partnership between HR and marketing to ensure consistency between internal culture and external brand.
Strengths-based Leadership Development
The Extraordinary Leader
Competency Model
360 Assessment
How Extraordinary Leaders increase employee engagement, customer satisfaction and bottom-line profitability.
Leaders at all levels.
Strengths Based Leadership Managers Workshoppatrickking
The document summarizes key findings from Gallup research on effective leadership. It discusses that the most effective leaders (1) invest in their strengths and know their talents, (2) surround themselves with teams that complement their strengths, and (3) understand why people follow - which research found to be trust, compassion, and stability. Leaders are advised to focus on talents, build diverse teams, and meet follower needs for trust, care, and hope.
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
The document discusses the differences between leadership and coaching, providing definitions of each from various experts. It also outlines different coaching models and key coaching skills, including listening, questioning, and being an enabler of answers. The document provides guidance on using coaching skills like the GROW model and gives tips on effective listening and reading body language.
Have you reached your limit, or maxed out your capacity? Do you see this issue on the horizon?
Whether a solo practitioner or leader of an established team, growth requires mastering the art of “getting things done through other people.”
R3 Coaching’s “Building the Effective Team” will empower you to spend more time in your area of passion and unique ability, strengthen the performance of your practice, and experience a dramatically improved quality of life! You will be equipped to hire the right talent, delegate effectively, and foster intrinsic motivation within each team member.
This document outlines the benefits of collaboration and forming coalitions to achieve common goals. It discusses how to form successful project teams focused on specific outcomes, including having a clear purpose, plan, measurable goals, shared ownership, and open communication. The benefits of collaboration include resource sharing, expertise, community presence, cohesion, shared responsibility, and collective leverage. Successful quality improvement project teams require an organizational culture of quality, shared understanding, accountability, and a blame-free environment focused on system issues rather than human error.
This document discusses strengths-based teamwork and how focusing on individual strengths rather than weaknesses leads to greater performance and engagement. It defines teamwork as blending individual strengths in a common direction towards meaningful goals. Strengths are refined talents combined with skill and knowledge that allow consistent top performance. However, most people spend only 17% of their time using their strengths. Focusing on weaknesses can lead to frustration, while focusing on strengths builds confidence and motivation, resulting in 73% engagement. Recognizing each person's top 34 strengths themes allows for optimizing roles. In summary, a strengths approach identifies and leverages natural talents for maximum productivity and satisfaction.
There are 8 necessary roles within highly effective teams: practical, consulting, driving, creative, catalyst, critical judge, supportive, and detailed. Each role serves an important purpose for the team. Effective teams are composed through a deliberate selection process that ensures alignment between individual and team goals. Understanding communication styles and leveraging each member's strengths allows teams to work synergistically towards their goals.
The document discusses focusing on one's strengths rather than weaknesses when it comes to careers. It cites research showing employees are more engaged and satisfied when they use their strengths at work. It provides assessments and exercises individuals can complete to identify their natural strengths and talents in order to pursue careers aligned with these strengths.
This document discusses coaching and its relationship to leadership. It defines coaching as helping individuals achieve goals and overcome obstacles through personal and professional development. Coaching focuses on raising self-awareness and knowledge. Effective leadership is described as a moral relationship based on trust and shared vision. Coaching principles include awareness, responsibility, and self-directed learning. Coaching tools include active listening, questioning, and feedback. The Grow model outlines setting goals, assessing reality and options, and determining one's will. Coaching cultivates a culture of self-awareness, responsibility, self-belief, and solution-focus to help people achieve their potential.
Appreciative team building events Gautengteam-building
Life Masters REAL team building ideas, activities and events to transform trust, resolve conflict, build relationship, clear baggage anf grow leadership, facilitated by Tony Dovale & Debbie Vernon http://www.lifemasters.co.za - South Africa 083-447-63400
Transformational Leadership 1 Day Workshop
11th February 2014 in Rossett, Chester
Realise the aspirations of your business | Develop the talent of your people
Discover how colleagues who may drive us to distraction could provide the necessary balance within a team...
...and much MUCH more!
Building Loyalty and Expand Performance - Benefits of Emotional IntelligenceDrake International
The document advertises an upcoming webinar about the benefits of emotional intelligence (EI) for businesses. It will discuss what EI is, how to incorporate it into workforce development strategies, and provide practical tips and assessments. Attendees will learn about self-awareness, managing emotions, and recognizing emotions in others. Research is cited showing the importance of EI for workplace success and leadership. The webinar will provide information on assessing and building EI, with resources recommended for individual and team development.
The document discusses why teams don't work effectively and some common misperceptions about teams. It notes that while teams are meant to bring people together for a common goal, there are challenges like lack of clear direction, coordination problems, and competition between members that can damage performance. Research shows members often disagree on the team's purpose. The document advocates being selective in choosing dedicated team members and setting clear expectations and roles to make teams successful.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
Leader as a Coach: Impact on Employee’s Commitment- Lean & Six Sigma World Co...Jorge Covacs
by Jorge Covacs, Consultant (Brazil)
Research has found that the satisfaction of basic human needs in the workplace can increase the chance of success for the organization.
Engaged employees result in increased productivity, and this engagement depends on the existence of emotions such as joy, interest and care, good relationships among employees, and appreciation for their jobs. The presentation discusses what it takes to have a committed team with optimized performance: support of the manager, clarity on job tasks, diversity of tasks, and autonomy.
All of these elements depend largely on the manager, who should treat their staff fairly and with dignity. From the climate dimensions as developed by Kolb and the social motives, proposed by McClelland, key guidelines will be presented for managers in order to provide suitable support for team members.
This document discusses developing team culture. It defines team culture as the basic pattern of shared assumptions, values and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the team. It discusses elements of team culture, the purpose of culture, and key dimensions of organizational culture. It provides exercises for describing a team's culture and outlines a team values charter process for building team identity. The overall document provides strategies and tools for developing and shaping team culture.
The document discusses the new role of the agile manager. It argues that managers should foster shared leadership and develop coaching capabilities. Shared leadership improves team performance when leadership is distributed across team members and they influence each other. Coaching helps create an environment where team members feel safe contributing ideas and participating in decision-making. The role of the external coach is to support the team and help them become self-managed by building commitment and clarifying work, rather than telling the team what to do.
Developing high performance teams (based on work of Pat MacMillan)Stefanus Snyman
This document discusses the development of high performance teams based on a model by Pat MacMillan. It describes 5 stages of team development:
1. Basic Group (Forming) - focused on alignment between members and whether they want to go in the same direction.
2. Adolescent Team (Storming) - focused on building trust between members as they learn about each other.
3. Learning Team (Norming) - focused on agreeing on the task and how to accomplish it through open discussion of roles and processes.
4. High Performance Team (Performing) - displays high willingness to cooperate and skill in cooperation, balancing task and relationships to achieve exceptional results.
5. Potential
Building a High Performing Team the Old Fashioned WayChristina Huszcza
How does one assemble, support and enrich a team of high performers all working together instead of against each other? How do you take an existing team and MAKE it perform in a more healthy and productive way? This presentation was delivered at the NorthEast Regional Computing Program (NERCOMP) in March 2016.
This document discusses how companies can regain their distinctive culture or "flavor" that is lost as they grow in size and complexity. It argues that employee engagement is key to delivering consistent customer experiences. The document outlines five ways for companies to strengthen their culture: 1) hiring the right people with purpose; 2) giving employees a sense of purpose beyond their job duties; 3) actively engaging employees; 4) establishing clear behavioral frameworks; and 5) recognizing strong performance aligned with cultural values. Regaining a distinctive culture requires partnership between HR and marketing to ensure consistency between internal culture and external brand.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
The document discusses how people management is linked to business performance and provides reasons why focusing on people can improve efficiency. It notes that adopting improved people management approaches across UK businesses could boost the economy by up to 10% in efficiency gains. Smaller businesses in particular could see efficiency increase by up to 17% by recognizing and rewarding employee performance. The document also emphasizes the importance of employee engagement, organizational values and behaviors, purpose and vision alignment, and using appropriate performance measures and analytics to motivate workers and improve business outcomes.
CBC Action Coach (Mind Body Heart Spirit Presentation)Jason Chapman
This document discusses the importance of employee engagement and activation for businesses. It notes that only 29% of business customers are fully engaged, while 71% are ready to leave. The "Group Activation System" is presented as a weekly 1-1.5 hour facilitated group session that impacts all employees and clients, numbering 150-200 people. Companies that have implemented this system see benefits like 37% more successful sales, 3x more creativity, 24% higher customer engagement, and 31% more productivity. The goal is to boost business success through increasing employee effectiveness by 50% via better culture, behaviors, leadership, communication and engagement.
This document discusses the importance of values and behaviors for organizations. It states that values are important beliefs that guide member behavior and define the organization. Embedding shared values and behaviors can promote employee engagement, which leads to higher performance, productivity, and returns. However, only about half of employees feel their executives have created a high-performance environment and that behaviors align with values. The document recommends that organizations clearly define their values based on their purpose, ensure leaders model the right behaviors, and integrate values into all decisions to strongly influence organizational culture.
ROPELLA provides leadership transformation and organizational improvement services through workshops, retreats, and assessments tailored to each client's needs and goals. Their services aim to improve leadership skills, communication, teamwork, and alignment to help organizations better achieve their objectives and gain a competitive advantage. They take a customized approach, beginning with assessing an organization and developing solutions focused on developing leadership, enhancing culture and engagement, and improving performance and results.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
This document provides guidance on defining integrity at work. It discusses how organizational values help companies communicate their identity, hire the right people, inspire employees, and provide guidance for decisions. Values provide a source of guidance and alignment for targets and boundaries. When values are well expressed in a company's culture, they help hire the right people, help employees know if the company is a good fit, inspire staff, separate misaligned staff, provide guidance for daily decisions, and inspire customers. A values-driven company provides clarity for expectations, which helps accelerate goals. The document is intended to guide the reader in defining their organization's mission, vision, values and priorities.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture that outlines clear values guides employees and leads to better statistical performance, higher employee satisfaction and retention. Developing a clear purpose, strong leadership, aligned culture and strategic plan of action are key to achieving goals and high performance.
The document discusses the relationship between performance, leadership, culture and strategy. It states that there is a direct correlation between an organization's performance and the strength of its leadership, culture and strategy. A strong culture outlines clear values and guides employees, creating a more engaged and satisfied workforce. To develop a strong culture, the document recommends determining the organization's purpose, strengthening leadership, assessing and aligning the current culture, and establishing goals and strategies to improve performance.
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...Dr. Ted Marra
Here is a Webinar which provides further insight into my book, 'The Wisdom Chronicles: Competing to Win'. If you look at the slides in 'notes' format, you will see some of the comments I made as well. Enjoy.
A roadmap that details key considerations and best practices for employee engagement - which drives worker productivity, loyalty, innovation and advocacy.
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
This document discusses concepts related to total quality management (TQM) implementation. It covers several key areas:
1. Leadership and commitment are essential to quality improvement. Quality issues often originate from areas outside of quality control, so organization-wide commitment is needed.
2. For successful TQM, it must be implemented at all levels of the organization and start at the top. Directors and senior management must demonstrate their seriousness about quality.
3. Developing a clear quality policy and communicating it to all employees is fundamental. The policy should focus on meeting customer needs, continuous improvement, and preventing problems.
Sample outline of a companies hr policyTanuj Poddar
This document provides guidance and sample policies for developing a career pathing and development program. It discusses the importance of aligning such a program with company objectives and strategies. Sample policies cover topics like recruitment, induction, performance appraisal, recognition, training, and variable compensation. Additional resources are provided on developing career bands based on competencies, succession planning, and integrating career planning into performance management. The document aims to help companies create effective programs that support employees' professional growth while helping the organization meet its goals.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
This document discusses organizational culture and change management. It states that organizational culture is interconnected with leadership, structure, employee satisfaction and retention. The company discussed provides services related to organizational culture consulting, including organization surveys, design, leadership development, performance management, and talent assessment and development. They help organizations with culture integration for mergers and acquisitions. Their goal is to understand each organization's unique needs and provide customized solutions to drive change and improve culture.
Master's certificate in sales management day 1 (march 2016)1-degree INC
This document provides an agenda and background information for a sales strategy workshop. The agenda covers topics like developing a strategic framework, differentiating through purpose and culture, and setting up an effective strategic planning cycle. Background details are provided on the workshop facilitator, including his experience in sales and marketing leadership roles. Examples are given of strategic frameworks like the four actions framework and strategy canvas tool that will be covered in the workshop.
Similar to Proven Way to Improve Team Engagement in 12 Weeks (20)
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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[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
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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8. WHAT IS THE
‘GROUP ACTIVATION SYSTEMTM’
Traditional Trainingisnow proven to be OLD and SLOW.
There is now a MUCH QUICKER AND MORE POWERFUL way to to create
organisational change,it’scalled a GROUP ACTIVATION SYSTEM (GAS)
It is a weekly, facilitated group session that is customised for any business.
This weekly session, refreshes: 1) Systems, 2) Behavioursand 3) Culture.
We do this by offering 12 ‘Engagement Keys’ that are customised
for the business within that session.
What is an ‘Engagement Key’?
It’s an exercise to engage teamsin a specific way.’
9. 81 TEAMS
42 GRAND FINALS
27 PREMIERSHIP WINS
‘GROUP ACTIVATION SYSTEM’
10. This
Program
is
Not…
Another Workshop
Personality Profiling
Traditional Training
Institutional Thinking
Boring
Out-dated
25. 1 / 1.5 Hour Per Week
Weekly Facilitated Group Sessions
All Action - No Pens & Paper
Impacts All Employees and Clients (150-200)
‘GROUP ACTIVATION SYSTEM’
26. Collective Buy-in
& Accountability
Staff & Client
Engagement
Strategy
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Individual Personalised
Goal Setting
An Emerging
Leaders Pipeline
Presenting
Best Practice
Share the
Chairperson
Unearth Creative
Thinking &
Innovation
Brand Awareness
& Social Responsibility
Engagement
Keys
30. WHAT NEEDS TO IMPROVE?
The Heart The Brain
Communications (7) Processes (5)
(Internal & with field employees) (Standard Operating Procedures & Job Descriptions)
Accountability & Commitment (6) Goal Setting (3)
(Everyone on the same page & assist each other more) (Personal goals & company goals)
Culture (6) Reward Systems (3)
(Honesty, Positivity, Respect, Care) (Improved Benefit Options, Reward System, Flex-time)
Relationships (4) Information (2)
(Internal & with field employees) (Quality & Reliability)
Responsibility / Dependability (2) Opportunity (2)
(Be there more for each other) (Career Advancement Plan, Training for Skills and Advancement)
Leadership (2) Improved Customer Service (1)
(All to become better leaders, build more leaders) (What systems do we have for incoming calls)
Areas for Growth
38. Collective Buy-in
& Accountability
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Presenting
Best Practice
Engagement
Keys
39. Collective Buy-in
& Accountability
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Presenting
Best Practice
Engagement
Keys
40. Collective Buy-in
& Accountability
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Individual
Personalised
Goal Setting
Presenting
Best Practice
Engagement
Keys
41. Collective Buy-in
& Accountability
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Individual
Personalised
Goal Setting
Presenting
Best Practice
Engagement
Keys
An Emerging
Leaders Pipeline
42. Collective Buy-in
& Accountability
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Individual
Personalised
Goal Setting
An Emerging
Leaders Pipeline
Presenting
Best Practice
Share the
Chairperson
Engagement
Keys
43. Collective Buy-in
& Accountability
Staff & Client
Engagement
Strategy
Peer Reward &
Recognition
(daily / weekly)
Collective Behavioral
Benchmarking
Shared Stories to
Ensure Human
Understanding
Growth of
Individual Behaviours
Individual
Personalised
Goal Setting
An Emerging
Leaders Pipeline
Presenting
Best Practice
Share the
Chairperson
Engagement
Keys
44. STAFF ENGAGEMENT
Sandrine Jouffre
Krystelle Dumesny
Rebecca Vickery
Joel Del Castillo
Mat Moore
Suzanne Twohill
Aaron Powles
Jason Fahy
Lily Feng
Adam Georgeson
Petrina Marshall
Diana Manzi
Rebecca Chik
Tony Ma
Esther Godoy
Jonathan Grasso
Nicole Papdopoulos
Mat Moore
Chelsea Vo
Paul Warren
JamesVella
Noel Pollara
Gavin Dintle
Lisa Brown
MARKETING SALES IT ACCOUNTS
Louise Potter
Jane Smith
Minh Tran
Amy Wong
ADMIN
Cristian Mcheileh
Ben Spence
Mat Moore
Jason Fahy
Daniel Moodie
Sandrine Jouffre
WAREHOUSE
57. The
World’s
#1
Business
Coaching
Franchise
…with
a
Purpose
• Accelerate Success Through Proven Systems
• Increase
Employee
Engagement
in
12
Weeks
• Business
People
who
Coach,
Train,
Facilitate
• Started
in
1993
by
Brad
Sugars
• More
than
800
offices
in
75
countries
• Award-‐winning
brand
• Top
50
Business
Services Co
(Franchise Business
Review 2015)
• Top
Multi-‐Unit Franchise (Franchise Business
Review 2014)
• #18
in
Franchise Satisfaction (Franchise Business
Review 2014)
• #
1
Business
Coaching Franchise (Entrepreneurs Magazine
2014)
• Winner
of
the
International
Business
Awards
(Stevie
Awards
2009)
• Finalist for Most Innovative Company (Stevie Awards 2009)
58. Indonesia Firm of the Year 2014
Global Hall of Fame 2014
IntegrityCOACH 2014
Coach of theYear 2013
Executive Coach of theYear 2012
TeamCOACH of theYear 2012
NetworkCOACH of theYear 2012
Indonesia ImprovementAward 2012
AbundanceCOACH 2009
ActionMANAward 2008
59. CYNTHIA
WIHARDJA
Global
Hall
of
Fame
• Creating
purposeful,
world-‐class leaders
• Sales,
Management,
Business
Turnaround
• Global
Trainer
&
Coach’s
Coach
in
15
countries
in
Asia,
Europe,
Australia,
and
Americas
• Author “it’s My Career.
I
Decide”
• Master
NLP
Practitioner,
Business
&
Executive
Coach,
Entrepreneur,
Investor
• Firm
Owner
of
ActionCOACH
South
Jakarta
• First
woman
in
the
ActionCOACH
Hall
of
Fame (Aug
2014)
For
any
questions
about
this
presentation,
please
contact
me
at
cynthiawihardja@actioncoach.com
60. PRIJONO
NUGROHO
Global
Hall
of
Fame
• Inducted
to
ActionCOACH Hall
of
Fame (2015)
• Asia/Pacific
Executive
Coach
of
the
Year
2012
• Global
Coach
of
the
Year
2011
&
2012
• Global
Executive
Coach
of
the
Year
2011
• Rank
#
1
Top
100
Global
Coach
2010
• Engage
&
Grow
Certified
Coach
• Firm
Owner
of
ActionCOACH
South
Jakarta
61. YUNITA
TANIWANGSA
Team
Engagement
Mentor
Coach
• DISC
Certified
Coach
&
Facilitator
• Engage
&
Grow
Mentor
Coach
• Human
Capital
Strategist experienced in
Organizational Design
• Experienced Facilitator for Leadership Strategy
Sessions,
Planning Sessions ,
&
Team Alignment
• Aligned Change Management
initiatives with technology and
other support functions
• Track
record
of
increasing
Team
Engagement
&
Alignment
62. MARVIN
SUWARSO
Executive
Coach
of
the
Year
• Experienced business &
executive coach,
facilitator &
trainer with global
client base
• Working with three of
the foremost business
thinkers in
the world:
Ken
Blanchard,
Brad
Sugars
&
Marshall
Goldsmith
• Multinational corporate working experience
in
the USA
and
Indonesia
• 17
years of
entrepreneurship experience and
leading
all
business
functions
• Mentor
Coach
for
Engage
&
Grow
Program
• Firm
Owner
of
ActionCOACH
South
Jakarta
65. Proud
to
have
served
these
clients
&
more…
“ActionCOACH has
supported
&
developed
us
in
our
personal
growth
for
improved
performance.
We
have
changed
from
being
complacent
to
one
that
is
ACTION
ORIENTED.”
–Sunpride
Bugiarto Utama Martin
Widjaja Tony
Tong
President
Director Operational
Director Finance
Director