A presentation given by Ashleigh Johnson on March 3rd covering the Georgia Southern's PRSSA Chapter meeting over Georgia's 15th annual PRSA conference held February 24-26.
This document discusses generational diversity in the workplace and the characteristics of four generations: Traditionalists/Veterans, Baby Boomers, Generation X, and Millennials. It outlines how the generations differ in terms of social/political/economic influences, family structure, education, work ethic, leadership preferences, communication styles, and more. Understanding these generational differences can help improve communication, recruitment/retention, motivation, expectations, productivity and teamwork in the workplace.
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
Behavioral Economics and Asset Building - Neighborhood Partnerships' RE:Confe...NeighborhoodPartnerships
The field of behavioral economics is revolutionizing the policy and business worlds. But it has arguably had the largest impact on how we view and save money. Find out how several leading organizations are leveraging the best behavioral economics research to improve their asset building programs.
Presenters
Matt Kinshella, Neighborhood Partnerships
Molly McGlone, Reach CDC
Cassie Russell, Bradley Angle
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This document provides tips for millennials entering the corporate world. It begins by defining millennials as those reaching adulthood around 2000 or later. It notes stereotypes about millennials, such as having a sense of entitlement, being lazy, prioritizing work-life balance over work, and frequently changing jobs. The document then discusses five common stereotypes leveled at millennials and provides responses to each from experts. It stresses the importance of having the right perspective and goals to be successful professionally. Finally, the document outlines tips for millennials to cope effectively in the corporate world based on Stephen Covey's 7 Habits of Highly Effective People, including being productive, prioritizing tasks, and maintaining a sense of mutual benefit
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
This document discusses generational diversity in the workplace and the characteristics of four generations: Traditionalists/Veterans, Baby Boomers, Generation X, and Millennials. It outlines how the generations differ in terms of social/political/economic influences, family structure, education, work ethic, leadership preferences, communication styles, and more. Understanding these generational differences can help improve communication, recruitment/retention, motivation, expectations, productivity and teamwork in the workplace.
At the end of the lesson, you should be able to:
-compare responses to shared moral dilemmas of baby boomers and millennials
-state qualities of the filinnials
-differentiate ethics from religion
-appreciate the role of religion in globalized world
Behavioral Economics and Asset Building - Neighborhood Partnerships' RE:Confe...NeighborhoodPartnerships
The field of behavioral economics is revolutionizing the policy and business worlds. But it has arguably had the largest impact on how we view and save money. Find out how several leading organizations are leveraging the best behavioral economics research to improve their asset building programs.
Presenters
Matt Kinshella, Neighborhood Partnerships
Molly McGlone, Reach CDC
Cassie Russell, Bradley Angle
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
This document is a presentation about managing millennials in the workplace. It begins with sign-in instructions for webinar participants and then discusses generational differences in outlook, work ethic, leadership styles, and relationships. It provides information on current millennial employment trends, positive recruitment and hiring practices, the importance of relationships and feedback for millennials, and how to facilitate their success through training, clear expectations, and mentoring relationships. The presentation emphasizes that training is key to retention and engagement of millennial employees. It concludes by asking participants to discuss practices their organizations have in place to support millennials and how leaders can develop access to knowledge across generations.
This document provides tips for millennials entering the corporate world. It begins by defining millennials as those reaching adulthood around 2000 or later. It notes stereotypes about millennials, such as having a sense of entitlement, being lazy, prioritizing work-life balance over work, and frequently changing jobs. The document then discusses five common stereotypes leveled at millennials and provides responses to each from experts. It stresses the importance of having the right perspective and goals to be successful professionally. Finally, the document outlines tips for millennials to cope effectively in the corporate world based on Stephen Covey's 7 Habits of Highly Effective People, including being productive, prioritizing tasks, and maintaining a sense of mutual benefit
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
Bridging the Generation Gap in the Workplacebeatyaall
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
Navigating Generational Differences in the Professional EnvironmentMeghan Granito
With five generations meeting in the workplace for the first time in history, we are challenged daily to understand the attitudes, values, and demands of our coworkers, customers, and the public in general. Understanding the similarities and differences between the generations, including distinct preferences for how to communicate effectively, is key to successful relationships.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
Entrepreneurship Past Present Future and 4 articlesRimsha Zafar
This document discusses a group project on problems and prospects of women entrepreneurs. It lists group members and explores challenges faced by women such as male-dominated societies, family responsibilities, low income, and lack of education and awareness. It also discusses how entrepreneurship encourages innovation and globalization. The document suggests that entrepreneurship has a bright future with low risk. A group member then asks questions about supporting female entrepreneurship through technology and whether today's climate is more inviting to women. It explores how technologies can help women entrepreneurs and discusses challenges such as social attitudes, lack of courage and work-life balance. The importance of female entrepreneurship in Pakistan is highlighted.
This document discusses generational diversity in the workplace. It reviews the characteristics of different generations currently in the workforce, including Baby Boomers, Generation X, Millennials, and Generation Next. It notes that while generations have different strengths, a diverse workforce provides opportunities for information exchange and mentoring across age groups. When employers understand generational differences and provide flexible work options, it allows all employees to contribute and the workplace to benefit from everyone's talents. By maximizing each generation's qualities, companies can create collaboration and inclusion that helps both younger and older workers.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
The document discusses work and why people do it. It argues that work is often seen as a necessity rather than a source of joy due to reasons like needing food, shelter, and other necessities. However, the document also claims that people need breaks from work through vacations in order to find it pleasurable again. It suggests that the solution is to help people find work aligned with their interests and talents through better education and identifying individual qualities early.
This document discusses characteristics of Millennial workers and how to motivate different generations in the workplace. It provides statistics on Millennial workers' preferences for communication, flexibility, and job longevity. The document also contrasts motivational factors for the last four generations - Boomers want to see the good of the company, Gen X needs to see results and increased salary, Millennials need flexibility, and Gen Z connects responsibility to personal goals. The document suggests understanding generational differences can help motivate and appreciate employees.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
This document discusses strategies for engaging Filipino millennial employees. It begins by outlining some of the global HR challenges companies currently face, such as rising attrition and costs. It then presents a framework for employee engagement that involves understanding employees' personalities, generational behaviors, and priorities. The framework is used to conduct workshops where managers are trained on engagement strategies like building relationships, recognition programs, and feedback. The goal is to move beyond traditional retention to developing truly engaged employees through motivational programs tailored to personality and generational traits.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
This chapter discusses how attitudes can shape one's life and success. It covers how attitudes are formed through socialization, peers, rewards/punishments and role models. Attitudes are learned and can change. Positive attitudes like optimism and happiness can help achieve goals, while negative attitudes make success difficult. Employers seek attitudes like motivation, openness, teamwork and honesty. The chapter also discusses how organizations can develop positive employee attitudes through benefits, culture, and rewarding positive behaviors.
Mining and Refining the Gold in Millennials - Leaders Developing LeadersLeading with Honor
Have you heard that the global workforce is doomed because of the growing influx of inexperienced Millennials? They’re labeled as entitled, lack commitment and drive, impatient, and don’t respond well to authority. But wait, here are the actual statistics, the similarities and differences between other age groups in the workforce, and how leaders can help develop millennial leaders.
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
This document discusses the need for leaders to focus on wellbeing by reconnecting with natural rhythms and harmony. It argues that the knowledge economy has created disconnection from basic principles like harmony between humans and nature. Leaders are called to revolutionize by adopting a more holistic view that considers environmental, social, and inner wellbeing. The document suggests upgrading one's wellbeing by identifying energizing and draining influences, through self-reflection, and by avoiding adrenaline addiction behaviors that compromise wellbeing and balance.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
The multi-generational workforce - the new fault line? Hayat Hamici
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
Changing the Tires While Driving the Car: Leading in Times of ChangeLisa Colton
This document discusses leading organizations through times of change. It covers topics like adaptive leadership, shifts in work culture and transparency. The presentation includes discussions on identifying needed skills for leadership teams, applying adaptive and collaborative practices, developing a pipeline of future leaders, and fostering a culture of innovation. Transparency is highlighted as an important principle for engaging stakeholders and building trust during periods of change.
The document discusses improving diversity at Abercrombie & Fitch. It outlines controversies like discriminatory hiring and dress codes. Articles show diversity leads to economic strength. Solutions proposed include diversifying leadership, training, and making recruiting transparent. The conclusion calls for embracing differences to attract customers and make employees feel included.
Bridging the Generation Gap in the Workplacebeatyaall
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
Navigating Generational Differences in the Professional EnvironmentMeghan Granito
With five generations meeting in the workplace for the first time in history, we are challenged daily to understand the attitudes, values, and demands of our coworkers, customers, and the public in general. Understanding the similarities and differences between the generations, including distinct preferences for how to communicate effectively, is key to successful relationships.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
Entrepreneurship Past Present Future and 4 articlesRimsha Zafar
This document discusses a group project on problems and prospects of women entrepreneurs. It lists group members and explores challenges faced by women such as male-dominated societies, family responsibilities, low income, and lack of education and awareness. It also discusses how entrepreneurship encourages innovation and globalization. The document suggests that entrepreneurship has a bright future with low risk. A group member then asks questions about supporting female entrepreneurship through technology and whether today's climate is more inviting to women. It explores how technologies can help women entrepreneurs and discusses challenges such as social attitudes, lack of courage and work-life balance. The importance of female entrepreneurship in Pakistan is highlighted.
This document discusses generational diversity in the workplace. It reviews the characteristics of different generations currently in the workforce, including Baby Boomers, Generation X, Millennials, and Generation Next. It notes that while generations have different strengths, a diverse workforce provides opportunities for information exchange and mentoring across age groups. When employers understand generational differences and provide flexible work options, it allows all employees to contribute and the workplace to benefit from everyone's talents. By maximizing each generation's qualities, companies can create collaboration and inclusion that helps both younger and older workers.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
The document discusses work and why people do it. It argues that work is often seen as a necessity rather than a source of joy due to reasons like needing food, shelter, and other necessities. However, the document also claims that people need breaks from work through vacations in order to find it pleasurable again. It suggests that the solution is to help people find work aligned with their interests and talents through better education and identifying individual qualities early.
This document discusses characteristics of Millennial workers and how to motivate different generations in the workplace. It provides statistics on Millennial workers' preferences for communication, flexibility, and job longevity. The document also contrasts motivational factors for the last four generations - Boomers want to see the good of the company, Gen X needs to see results and increased salary, Millennials need flexibility, and Gen Z connects responsibility to personal goals. The document suggests understanding generational differences can help motivate and appreciate employees.
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations.
This document discusses strategies for engaging Filipino millennial employees. It begins by outlining some of the global HR challenges companies currently face, such as rising attrition and costs. It then presents a framework for employee engagement that involves understanding employees' personalities, generational behaviors, and priorities. The framework is used to conduct workshops where managers are trained on engagement strategies like building relationships, recognition programs, and feedback. The goal is to move beyond traditional retention to developing truly engaged employees through motivational programs tailored to personality and generational traits.
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
This chapter discusses how attitudes can shape one's life and success. It covers how attitudes are formed through socialization, peers, rewards/punishments and role models. Attitudes are learned and can change. Positive attitudes like optimism and happiness can help achieve goals, while negative attitudes make success difficult. Employers seek attitudes like motivation, openness, teamwork and honesty. The chapter also discusses how organizations can develop positive employee attitudes through benefits, culture, and rewarding positive behaviors.
Mining and Refining the Gold in Millennials - Leaders Developing LeadersLeading with Honor
Have you heard that the global workforce is doomed because of the growing influx of inexperienced Millennials? They’re labeled as entitled, lack commitment and drive, impatient, and don’t respond well to authority. But wait, here are the actual statistics, the similarities and differences between other age groups in the workforce, and how leaders can help develop millennial leaders.
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
This document discusses the need for leaders to focus on wellbeing by reconnecting with natural rhythms and harmony. It argues that the knowledge economy has created disconnection from basic principles like harmony between humans and nature. Leaders are called to revolutionize by adopting a more holistic view that considers environmental, social, and inner wellbeing. The document suggests upgrading one's wellbeing by identifying energizing and draining influences, through self-reflection, and by avoiding adrenaline addiction behaviors that compromise wellbeing and balance.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
The multi-generational workforce - the new fault line? Hayat Hamici
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
Changing the Tires While Driving the Car: Leading in Times of ChangeLisa Colton
This document discusses leading organizations through times of change. It covers topics like adaptive leadership, shifts in work culture and transparency. The presentation includes discussions on identifying needed skills for leadership teams, applying adaptive and collaborative practices, developing a pipeline of future leaders, and fostering a culture of innovation. Transparency is highlighted as an important principle for engaging stakeholders and building trust during periods of change.
The document discusses improving diversity at Abercrombie & Fitch. It outlines controversies like discriminatory hiring and dress codes. Articles show diversity leads to economic strength. Solutions proposed include diversifying leadership, training, and making recruiting transparent. The conclusion calls for embracing differences to attract customers and make employees feel included.
The document discusses the speaker's journey developing emotional intelligence (EI) in her retail career. It outlines three phases: an initial failure due to lack of self-awareness; learning social awareness and relationship management; and flourishing with an EI mentor. The rapidly changing retail world increases stress and competition, making EI crucial. EI allows for better change management, engagement, and performance. Diversity and inclusion also improve results and resilience. Leaders should focus on developing their own and others' EI through self-management, social awareness, and relationship management.
This document provides an overview of a module on basic finance taught at Occidental Mindoro State College. It includes the college's vision to develop globally competitive and locally responsive professionals through outcomes-based instruction and community engagement. The mission is to produce intellectual and human capital by developing excellent graduates. Instructions are provided for a quiz, including a prohibition on talking or leaving the room during the 30-minute exam. The topics covered are the vision and mission of the college, gender equality, and core values such as obedience to God, mindfulness, service-orientedness, commitment, integrity, and accountability. Assessment is through an oral group presentation.
This document discusses communication challenges facing family farms and businesses. It notes there are three overlapping systems - the family/personal system, ownership system, and management system. Good communication is the weakest link for many farms. The document outlines five areas of risk for family farms and how risk profiles differ between generations. Common challenges include separation of authority from ownership and lack of formal decision-making structures. Developing a mission statement and farm transition plan can help address issues. Principles for successful family business management include shared values, power, expectations and respect between family members.
The document provides tips and advice for successful management styles and approaches. It discusses treating trivial issues lightly while seeing complexities in simple matters. It also recommends developing subordinates, meeting deadlines, and maintaining oversight while allowing flexibility. The document offers many short pieces of advice related to management, leadership, career success, and job satisfaction.
The document discusses three major challenges facing higher education institutions: 1) Developing highly qualified people (HQP) who have social impact; 2) Acting as agents of community resilience and development; 3) Making a difference through evidence, capacity building and knowledge.
To address these challenges, the author argues that institutions must focus less on rankings and more on engaging communities, requiring students to contribute socially, promoting lifelong learning and strategic foresight, and aligning resources to build knowledge hubs that support community development and resilience.
By taking these steps, the author believes institutions can reduce inequality, increase social mobility and engagement, expand learning opportunities, and better demonstrate their accountability and relevance through real outcomes and impacts.
Will You Be The Next Social Entrepreneur Mar 27, 2009Paul Pajo
The document discusses the importance of social entrepreneurship in the Philippines. It notes that the country's education system focuses on preparing youth for salaried jobs rather than entrepreneurship, despite the country's need for entrepreneurs. It defines social entrepreneurs as those who create wealth for workers and communities while protecting the environment. The document also discusses overcoming learning disabilities and mental models that hold people back from recognizing new opportunities through social entrepreneurship.
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
Lost in the Job Hunt Wilderness: Advice from Still Serving VeteransStill Serving Veterans
This presentation describes the challenges the military-civilian transition faced by Veterans. It is also useful for any Veteran struggling to find meaningful work.
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
How do you become a leader in the tech industry_.pdfAnil
Becoming a leader in the tech industry requires a combination of technical expertise, leadership skills, and a strategic mindset. Here are some steps you can take to position yourself as a leader in the tech industry
The document discusses the importance of good leadership, especially among youth. It outlines several challenges facing the Philippines, including poverty, lack of education, and unemployment. It then defines the key functions of a leader as planning, organizing, controlling, and leading. The document provides tips for youth leaders on how to effectively plan goals and actions, organize work, motivate teams, and develop people. Overall, it advocates for the value of hard work and establishing the essential qualities of a great youth leader to help address societal issues.
This document provides guidance on personal success in a clinical environment. It discusses various approaches to success, including taking on more than one can chew and persevering. The document is authored by Les Wallace, Ph.D. and covers topics such as emotional intelligence, relationships, continuous self-improvement, focusing on priorities, helping others succeed, learning from failures or setbacks, and having a growth mindset. The overall message is that success is personal and achieving it involves continuously challenging oneself and adapting to change through focus, effort, and self-awareness.
This document discusses strategies for managing and developing Millennial leaders. It notes that Millennials now make up about one-third of the US workforce and 15% hold formal leadership roles. While technology skills and multitasking come easily to Millennial leaders, challenges include supervising older team members, acquiring management skills, and navigating bureaucracy. The document provides tips for coaching Millennial leaders in overcoming these challenges such as building rapport, providing feedback, and increasing influencing skills. It also offers suggestions for recruitment, engagement, and retention messages focused on challenge, flexibility, appreciation, and community.
This document discusses organizational change and how to successfully implement change in today's workplace. It begins by defining organizational change and providing a change reflection quiz. It then discusses common reasons why change efforts fail, such as lack of vision, communication, resources, and commitment. The document provides best practices for leading organizational change, including developing a compelling vision, building leadership commitment, managing resistance to change, frequent communication, and showing early results. It emphasizes that change is a journey, not a blueprint, and that successful change leaders understand the dynamics of the organization and change process.
Seizing the Agenda | Unleashing the curriculum designer in us all (Secondary)Wholeeducation
The document discusses curriculum innovation and the spectrum of innovation from incremental to radical changes. It explores factors that influence the adoption of innovations including relative advantage, compatibility, complexity, trialability, and observability. Business leaders argue that education must better prepare students for life after school and support the development of skills, character, and attitudes needed to progress. Teachers recognize the need for paradigm shifts in education to focus more on student abilities than age and help students find their passions. Overhauling the current system to make these changes will require overcoming barriers of tradition and bureaucracy.
DEEPER DIVE - Global MindED - Presentation - CGallegos V2cristinainger
The document provides tips for non-profits to work more effectively with funders. It advises non-profits to focus on understanding the funder, creating opportunities for personal engagement, moving at the funder's comfort level, and making the funder proud of their investment. Non-profits should highlight their plan to solve issues and have compelling messaging that highlights impact. The document also suggests pursuing creative partnerships and capital sources beyond typical 5% annual donations.
CONTENT: Who is a Leader,Leadership Framework,Crisis Management,Entrepreneur,Stakeholder Management,How do Leaders grow,Transformational and Transactional Leadership,VUCA Leadership,Dart Leadership,6 styles of Leadership,5 levels of Leadership,Leadership Grid.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
2. Karen Cole: PRSA president
■ A lot has changed for organizations all across the world, but what hasn’t changed in
the principles of our profession
– “We must continue to be strategic counselors, acting ethically and upholding
authentic, transparent, and truthful communications”
■ Defines the past forward as self investment, taking leaps, learning new skills, and
staying connected.
– How do you define your new “path forward”?
3. Meg Fligg – From Shadow to Spotlight:
Georgia-Pacific’s wildTP Ride
■ Corporate Communications and Public Affairs Director at Georgia-Pacific
■ During a crisis – GP’s strategy:
– Be transparent
– Be proactive: respond when the tweet/email comes through
– Correct misinformation:TP made in the US and not in china, how many rolls you
needed to m minimize hording,
■ Personal Development tips : From #TPNerd to #BelloftheBathroomBall
– Try to take what we learned in 2020 and stay connected in 2021
– and work harder to keep them – ex: Influencers
– Inclusion and diversity
– Give up complete perfection
■ Focus on the message and be adaptable
4. Philip Polk: Preparing for the New
Mainstream: Understanding, Addressing,
and Acting on our Implicit Biases and
Microaggressions.
■ “Our country isn't changING, It has CHANGED”
■ Why we need to prepare for the new mainstream? “The rise of the ‘Minority’”
■ Tangible benefits to companies:
– Employee attractiveness
– Increased innovation
– Higher profitability
■ What is implicit bias?
– “Attitudes/stereotypes that affect our understanding, actions, and decisions in an unconscious
manner”
– Everyone has implicit bias but they arent all the same and can be unlearned through intentional
training
– Asses before we act - a lot of implicit bias is seen through your gut reaction
■ What is a microaggression?
– “Subtle verbal or nonverbal insults or denigrating messages communicated toward a marginalized
person”
– Acting on Implicit bias becomes microaggressions -