The document describes a student-run leadership training program called LeaderSHOP that was developed by the Residence Hall Association (RHA) and National Residence Hall Honorary (NRHH) Executive Boards at Portland State University. LeaderSHOP was a 6-hour training aimed at providing tools to Hall Council members and NRHH Chapter members to help them be successful student leaders. It covered topics like leadership expectations, programming, communication, balance, and parliamentary procedure. Feedback from attendees suggested the training was a valuable way to connect student leaders and provide skills for leading programs and meetings.
National Association of Hispanic Federal Executives, New initiatives to bring education and awareness of the never ending battle for equality in establishing Hispanics of worth into a position that was well earned,within the SES positions!!!
Bill dickinson resume' and credentials, october 2015Bill Dickinson
This document provides a summary of Bill Dickinson's qualifications and experience in leadership development and organizational consulting. He has over 30 years of experience strategizing and customizing leadership development programs. Some of his accomplishments include developing 15-20 consulting and leadership development services, facilitating sessions for over 150 organizational units, and managing client project teams for national and international projects. Currently, he leads the establishment of a leadership academy at the University of Georgia and has held several senior consulting roles where he developed comprehensive leadership services. He has a doctorate in leadership and is a certified master trainer in leadership development.
The document provides information about serving on the board of the Kentucky Psychological Association (KPA). It outlines six key areas of board responsibility: mission and purpose, strategic planning and evaluation, fiscal oversight/risk management, resource development, board development, and staff relations. For each area, it describes the board's role and provides examples from KPA's practices, including its mission, values, three strategic priorities, and expectations for board members. It emphasizes the board's duties of care, loyalty, and obedience.
Organizational Capacity-Building Series - Sessions 3 & 4: Good GovernanceINGENAES
This session describes how to maintain good governance practices within organizations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
1. The document describes a workshop co-designed by GIZ and LBSNAA to develop a leadership module for newly appointed IAS officers in India.
2. GIZ has experience developing competency-based leadership programs, while LBSNAA provides leadership training for IAS officers. Representatives from both organizations met to leverage their collective expertise.
3. Over two days, GIZ shared experiences from its climate and global governance leadership programs. LBSNAA shared its current leadership offerings. The groups discussed frameworks for leadership competencies and designed a customized module focused on leadership challenges in India.
This document summarizes a human resource management plan for a civil service department. It outlines that the plan should link the department's mission and objectives to the overall HR policies set by the Civil Service Branch. The key components of the plan are manpower planning, recruitment, performance management, training and development, staff relations, and management information systems. Manpower planning involves succession planning to identify potential candidates for key roles and ensure their training, as well as monitoring staff turnover.
This document outlines the key responsibilities for human resource management in the Hong Kong civil service. It states that responsibility lies with the Civil Service Branch, policy branches, departments, managers, and individual civil servants. The Civil Service Branch determines overall HR policies and advises on implementation. Policy branches and departments are responsible for implementing central HR policies and developing their own HR plans. Managers and individual civil servants have personal responsibility for putting HR policies into practice and developing their skills.
National Association of Hispanic Federal Executives, New initiatives to bring education and awareness of the never ending battle for equality in establishing Hispanics of worth into a position that was well earned,within the SES positions!!!
Bill dickinson resume' and credentials, october 2015Bill Dickinson
This document provides a summary of Bill Dickinson's qualifications and experience in leadership development and organizational consulting. He has over 30 years of experience strategizing and customizing leadership development programs. Some of his accomplishments include developing 15-20 consulting and leadership development services, facilitating sessions for over 150 organizational units, and managing client project teams for national and international projects. Currently, he leads the establishment of a leadership academy at the University of Georgia and has held several senior consulting roles where he developed comprehensive leadership services. He has a doctorate in leadership and is a certified master trainer in leadership development.
The document provides information about serving on the board of the Kentucky Psychological Association (KPA). It outlines six key areas of board responsibility: mission and purpose, strategic planning and evaluation, fiscal oversight/risk management, resource development, board development, and staff relations. For each area, it describes the board's role and provides examples from KPA's practices, including its mission, values, three strategic priorities, and expectations for board members. It emphasizes the board's duties of care, loyalty, and obedience.
Organizational Capacity-Building Series - Sessions 3 & 4: Good GovernanceINGENAES
This session describes how to maintain good governance practices within organizations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
1. The document describes a workshop co-designed by GIZ and LBSNAA to develop a leadership module for newly appointed IAS officers in India.
2. GIZ has experience developing competency-based leadership programs, while LBSNAA provides leadership training for IAS officers. Representatives from both organizations met to leverage their collective expertise.
3. Over two days, GIZ shared experiences from its climate and global governance leadership programs. LBSNAA shared its current leadership offerings. The groups discussed frameworks for leadership competencies and designed a customized module focused on leadership challenges in India.
This document summarizes a human resource management plan for a civil service department. It outlines that the plan should link the department's mission and objectives to the overall HR policies set by the Civil Service Branch. The key components of the plan are manpower planning, recruitment, performance management, training and development, staff relations, and management information systems. Manpower planning involves succession planning to identify potential candidates for key roles and ensure their training, as well as monitoring staff turnover.
This document outlines the key responsibilities for human resource management in the Hong Kong civil service. It states that responsibility lies with the Civil Service Branch, policy branches, departments, managers, and individual civil servants. The Civil Service Branch determines overall HR policies and advises on implementation. Policy branches and departments are responsible for implementing central HR policies and developing their own HR plans. Managers and individual civil servants have personal responsibility for putting HR policies into practice and developing their skills.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
Engaging youth report a how-to guide for creating opportunities for young p...Dr Lendy Spires
This document provides an overview and guide for creating youth leadership opportunities. It was researched and written by Andy Paul and Bina Lefkovitz of the Youth Services Provider Network on behalf of Sierra Health Foundation. The guide aims to highlight the importance of youth leadership and share best practices from organizations in the Sacramento region that successfully implement youth leadership programs. It also includes tools and resources for assessing youth leadership opportunities and engaging youth in leadership roles.
Full Circle is an organization that aims to create a fulfilling work life for employees through equitable policies and opportunities for both men and women. It conducts training programs in areas such as gender sensitization, leadership development, and prevention of sexual harassment. Full Circle's founders, Sunita Thawani and Suresh Thawani, have extensive experience working with organizations to enhance employee engagement and promote gender inclusion. They have successfully helped companies implement best practices in diversity and conduct various workshops.
This document provides an overview of coaching in the nonprofit sector. It defines coaching as a confidential process where a coach provides customized support to nonprofit leaders over a limited period of time to help them make conscious decisions and take actions that will help their organizations succeed. Coaching is presented as a way to increase self-awareness and management skills for nonprofit leaders, as well as provide a safe space for reflection. While still emerging, coaching is seen as an effective tool for leadership development that can contribute to both individual leader growth and organizational success when implemented strategically.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
This document provides a curriculum vitae for Abul Kalam Azad, including his contact information, educational background, employment history, and training. It summarizes that he has over 28 years of experience working for international humanitarian organizations in positions of increasing responsibility. He holds degrees in social sciences and business administration and has a solid background in development, research, and humanitarian activities.
idea for more efficient meeting structureDavid Rudd
The document discusses restructuring meetings at a church to make them more effective. It proposes separating meetings into three distinct teams: the Ministry Team, Strategy Team, and Pastoral Team. Each team would have a specific purpose and meet at different frequencies. Details are provided for each proposed team's meeting purpose, participants, appointment process, and potential discussion topics. The document concludes by posing questions to help evaluate and implement the proposed changes to better utilize time and resources and spread leadership responsibilities.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
ASID WI incoming Student Chapter Board Members met in Madison for leadership training. Organized & written by Ariel Steuer, Allied ASID, Director at Large. Facilitated by Ariel Steuer, Lissa Rolenc, ASID, incoming President, & Carmen Eskra, ASID, incoming Membership Director.
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document provides a curriculum vitae for Mr. Abul Kalam Azad, including his contact information, education background, languages spoken, and employment history. Over the past 28 years, Mr. Azad has held responsible positions with international humanitarian and development organizations, gaining experience in areas such as training, humanitarian aid, and social development. His employment history includes positions with the International Committee of the Red Cross, Shishu Polli Plus, SRG Bangladesh, CARE Bangladesh, and Assistance for Legal and Humanitarian Affairs, where he carried out duties related to program coordination, research, capacity building, and project development.
In the Leadership Lab, the theory gives way to practice, as fellows participate in a series of project-based exercises and managerial simulations designed to create the mixture of urgency and ambiguity that frequently accompanies real life leadership challenges. Fellows then analyze the decisions and behaviors they exhibited under such conditions, to build greater self-
awareness.
The document discusses pathways for improving nonprofit boards. It identifies 8 main challenges: 1) improving organizational commitment of board members, 2) clarifying the strategic role of the board, 3) establishing strong and transparent relationships between the board and management team, 4) increasing diversity of board member profiles, 5) establishing renewal processes for the board, 6) improving management of information for the board, 7) increasing transparency and accountability, and 8) developing a culture of evaluation. For each challenge, it provides proposals to address the issue and strengthen nonprofit boards. The overall aim is to improve board management and role in governing the organization effectively.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
This document discusses developing a strategic plan for CASP (Community Aid and Sponsorship Program), a nonprofit organization in India. It provides background on CASP's vision, mission, identity and activities. The author conducted a PESTEL analysis and SWOT analysis of CASP to evaluate its external environment and current performance. Based on these analyses, the author recommends that CASP revisit its mission, vision and strategy, increase internal and external communication, improve use of social media, standardize operating procedures, build advocacy, develop project expertise, and create quarterly reports. The analyses and recommendations aim to help CASP strengthen its strategic planning.
Priyanka Komala organized an area speech contest for her High Performance Leadership project with Toastmasters. She learned to reach out for help from others with more experience, and that it's important to delegate tasks and empower her team. She also learned to accept when things don't go perfectly as planned and to show care for her colleagues. Edward Wedler organized a TEDx event for his HPL project. He learned how to apply a global concept locally and about the importance of setting milestones. Mark Bensink improved his club's mentorship program. He developed a three-level mentoring structure and learned about tracking progress toward goals. Carina Schey organized a leadership institute event and learned to have contingency plans
Building a Business Case for Localized Marketing AutomationIan Michiels
Join Gleanster Principal Analyst for a look at building a business case for localized marketing automation. You'll learn how to frame the challenges internally, how LMA technology can help facilitate cost savings and sales lift, and most importantly - how to justify the investment with tangible numbers.
Michiels references an ROI model built by Gleanster that allows marketers to calculate the benefits of localized marketing using internal numbers.
The document discusses recent developments in the UK banking industry. It mentions that Lloyds Banking Group revealed favorable terms for a cash call to raise £4 billion. It also discusses Sir Sandy Crombie becoming the shareholders' representative to the board of Royal Bank of Scotland due to his 40 years of experience. Finally, it notes there was criticism of Royal Bank of Scotland for multimillion pound bonuses being awarded to bankers after receiving taxpayer funds.
The cost to study in Australia includes student visa fees ranging from $0 to $415 USD, mandatory health insurance (OSHC) ranging from $325 to $1,910 USD depending on the length of study, and evidence of sufficient living funds for the first 1-2 years. Education costs range from $4,000 to $37,000 AUD per year depending on the type and location of study. Living expenses including accommodation, food, transportation, and entertainment are estimated to be $80-400 AUD per week.
The document describes a robotic prototype called Dustbot that was created for the ROBOTHON competition. Dustbot is a remote-controlled robot with a small vacuum cleaner that is intended to help municipal corporations clean roads and update its status on a server. It uses Arduino, Bluetooth, and voice commands to operate and can potentially be used by government organizations, communities, and others to aid in cleaning tasks.
This document is a resume for Leizle A. Martinez, who is seeking a position as a Special Education Teacher abroad. She has over 15 years of experience teaching students with special needs, including those with autism. Her educational background includes a Master's degree in Special Education and training in teaching autistic children. Her employment highlights include positions at schools and centers in the Philippines where she developed individualized education plans and taught students with learning disabilities or autism.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
Engaging youth report a how-to guide for creating opportunities for young p...Dr Lendy Spires
This document provides an overview and guide for creating youth leadership opportunities. It was researched and written by Andy Paul and Bina Lefkovitz of the Youth Services Provider Network on behalf of Sierra Health Foundation. The guide aims to highlight the importance of youth leadership and share best practices from organizations in the Sacramento region that successfully implement youth leadership programs. It also includes tools and resources for assessing youth leadership opportunities and engaging youth in leadership roles.
Full Circle is an organization that aims to create a fulfilling work life for employees through equitable policies and opportunities for both men and women. It conducts training programs in areas such as gender sensitization, leadership development, and prevention of sexual harassment. Full Circle's founders, Sunita Thawani and Suresh Thawani, have extensive experience working with organizations to enhance employee engagement and promote gender inclusion. They have successfully helped companies implement best practices in diversity and conduct various workshops.
This document provides an overview of coaching in the nonprofit sector. It defines coaching as a confidential process where a coach provides customized support to nonprofit leaders over a limited period of time to help them make conscious decisions and take actions that will help their organizations succeed. Coaching is presented as a way to increase self-awareness and management skills for nonprofit leaders, as well as provide a safe space for reflection. While still emerging, coaching is seen as an effective tool for leadership development that can contribute to both individual leader growth and organizational success when implemented strategically.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
This document provides a curriculum vitae for Abul Kalam Azad, including his contact information, educational background, employment history, and training. It summarizes that he has over 28 years of experience working for international humanitarian organizations in positions of increasing responsibility. He holds degrees in social sciences and business administration and has a solid background in development, research, and humanitarian activities.
idea for more efficient meeting structureDavid Rudd
The document discusses restructuring meetings at a church to make them more effective. It proposes separating meetings into three distinct teams: the Ministry Team, Strategy Team, and Pastoral Team. Each team would have a specific purpose and meet at different frequencies. Details are provided for each proposed team's meeting purpose, participants, appointment process, and potential discussion topics. The document concludes by posing questions to help evaluate and implement the proposed changes to better utilize time and resources and spread leadership responsibilities.
Webinar Presentation: Why Community Leadership MattersRECODE
Wednesday July 6 at 12:00pm
What is leadership, and why does it matter to communities, societies and nations?
Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change.
More info: re-code.ca/en/whats_happening/159
ASID WI incoming Student Chapter Board Members met in Madison for leadership training. Organized & written by Ariel Steuer, Allied ASID, Director at Large. Facilitated by Ariel Steuer, Lissa Rolenc, ASID, incoming President, & Carmen Eskra, ASID, incoming Membership Director.
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document provides a curriculum vitae for Mr. Abul Kalam Azad, including his contact information, education background, languages spoken, and employment history. Over the past 28 years, Mr. Azad has held responsible positions with international humanitarian and development organizations, gaining experience in areas such as training, humanitarian aid, and social development. His employment history includes positions with the International Committee of the Red Cross, Shishu Polli Plus, SRG Bangladesh, CARE Bangladesh, and Assistance for Legal and Humanitarian Affairs, where he carried out duties related to program coordination, research, capacity building, and project development.
In the Leadership Lab, the theory gives way to practice, as fellows participate in a series of project-based exercises and managerial simulations designed to create the mixture of urgency and ambiguity that frequently accompanies real life leadership challenges. Fellows then analyze the decisions and behaviors they exhibited under such conditions, to build greater self-
awareness.
The document discusses pathways for improving nonprofit boards. It identifies 8 main challenges: 1) improving organizational commitment of board members, 2) clarifying the strategic role of the board, 3) establishing strong and transparent relationships between the board and management team, 4) increasing diversity of board member profiles, 5) establishing renewal processes for the board, 6) improving management of information for the board, 7) increasing transparency and accountability, and 8) developing a culture of evaluation. For each challenge, it provides proposals to address the issue and strengthen nonprofit boards. The overall aim is to improve board management and role in governing the organization effectively.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
This document discusses developing a strategic plan for CASP (Community Aid and Sponsorship Program), a nonprofit organization in India. It provides background on CASP's vision, mission, identity and activities. The author conducted a PESTEL analysis and SWOT analysis of CASP to evaluate its external environment and current performance. Based on these analyses, the author recommends that CASP revisit its mission, vision and strategy, increase internal and external communication, improve use of social media, standardize operating procedures, build advocacy, develop project expertise, and create quarterly reports. The analyses and recommendations aim to help CASP strengthen its strategic planning.
Priyanka Komala organized an area speech contest for her High Performance Leadership project with Toastmasters. She learned to reach out for help from others with more experience, and that it's important to delegate tasks and empower her team. She also learned to accept when things don't go perfectly as planned and to show care for her colleagues. Edward Wedler organized a TEDx event for his HPL project. He learned how to apply a global concept locally and about the importance of setting milestones. Mark Bensink improved his club's mentorship program. He developed a three-level mentoring structure and learned about tracking progress toward goals. Carina Schey organized a leadership institute event and learned to have contingency plans
Building a Business Case for Localized Marketing AutomationIan Michiels
Join Gleanster Principal Analyst for a look at building a business case for localized marketing automation. You'll learn how to frame the challenges internally, how LMA technology can help facilitate cost savings and sales lift, and most importantly - how to justify the investment with tangible numbers.
Michiels references an ROI model built by Gleanster that allows marketers to calculate the benefits of localized marketing using internal numbers.
The document discusses recent developments in the UK banking industry. It mentions that Lloyds Banking Group revealed favorable terms for a cash call to raise £4 billion. It also discusses Sir Sandy Crombie becoming the shareholders' representative to the board of Royal Bank of Scotland due to his 40 years of experience. Finally, it notes there was criticism of Royal Bank of Scotland for multimillion pound bonuses being awarded to bankers after receiving taxpayer funds.
The cost to study in Australia includes student visa fees ranging from $0 to $415 USD, mandatory health insurance (OSHC) ranging from $325 to $1,910 USD depending on the length of study, and evidence of sufficient living funds for the first 1-2 years. Education costs range from $4,000 to $37,000 AUD per year depending on the type and location of study. Living expenses including accommodation, food, transportation, and entertainment are estimated to be $80-400 AUD per week.
The document describes a robotic prototype called Dustbot that was created for the ROBOTHON competition. Dustbot is a remote-controlled robot with a small vacuum cleaner that is intended to help municipal corporations clean roads and update its status on a server. It uses Arduino, Bluetooth, and voice commands to operate and can potentially be used by government organizations, communities, and others to aid in cleaning tasks.
This document is a resume for Leizle A. Martinez, who is seeking a position as a Special Education Teacher abroad. She has over 15 years of experience teaching students with special needs, including those with autism. Her educational background includes a Master's degree in Special Education and training in teaching autistic children. Her employment highlights include positions at schools and centers in the Philippines where she developed individualized education plans and taught students with learning disabilities or autism.
Maphuti Mongatane has over 10 years of experience as an office manager. She is currently the office manager at Media 24 Lifestyle Department where she manages diaries, makes travel arrangements, files documentation, compiles presentations, processes invoices and payments, and more. Previously, she held office manager roles at Africa Extrabold/Ogilvy Advertising, Naledi Media24, and MCD Group. She has a secretarial diploma from Birnam Business College and an executive personal assistant certificate from Damelin.
Enseñanza situada: Vinculo entre la escuela y la vidaKorina Rincon
Este documento presenta los principios y componentes básicos del aprendizaje basado en casos. Explica que los casos son herramientas educativas narrativas que presentan situaciones problema reales para fomentar el pensamiento crítico. También describe los criterios para elaborar buenos casos y generar preguntas, así como los principios para evaluar el aprendizaje basado en casos de manera formativa.
This document provides information about the OCR Home Economics: Food & Nutrition J431 GCSE qualification. Students can pursue careers in the catering industry or third-level education with this qualification. The course also helps develop important life skills. It focuses on topics like nutrition, diet and health, consumer choice, food properties, food preparation, food hygiene and safety. Students complete three short tasks, a food study task, and a written exam to assess their understanding of food and nutrition principles.
Asian Americans represent 14% of the Cornell student population but account for over 50% of student suicides between 1996-2006. 13 of the 21 student suicide victims during this period were Asian or Asian American. Asian Americans aged 20-24 have the highest suicide rate of all Asian Americans. Older Asian American women over age 64 have the highest suicide rates of all women in that age group in the US, being 1.6 times greater than non-Asian women. There are high cultural barriers that discourage Asian Americans from seeking help for mental health issues, including traditions of submitting to family roles, social stigma, language barriers, and saving face.
This document summarizes a presentation on improving employee happiness and productivity using Management 3.0 principles. It introduces Management 3.0 and outlines the 12 steps to happiness backed by science, including thanking others, helping others, eating well, exercising, resting, experiencing new things, hiking, meditating, socializing, aiming for goals, smiling, and giving gifts. Examples are given of how companies have implemented these steps, such as having a kudo wall, competence matrix, fitness hours, celebration grids, and work expos. Recommended reading materials on motivation are also listed. The document concludes with contact details for the presenters and information on Management 3.0.
Segundas olimpiadas liceos municipales paine 2016ramoncortes
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial y las vidas de las personas. Muchos países han impuesto medidas de confinamiento que han cerrado negocios y escuelas, y han pedido a la gente que se quede en casa tanto como sea posible para frenar la propagación del virus. A medida que los países comienzan a reabrir gradualmente sus economías, existen preocupaciones sobre posibles rebrotes si las medidas de distanciamiento social se relajan demasiado rápido.
O documento fornece instruções passo a passo para aprender a tocar clarinete, incluindo como formar a embocadura correta, produzir som, digitar as notas e praticar escalas. Explica detalhadamente cada parte do instrumento e a postura correta.
El documento habla sobre la importancia de la privacidad y la seguridad en línea. Explica que los usuarios deben tomar medidas para proteger su información personal en Internet, como usar contraseñas seguras y actualizadas, y estar atentos al phishing. También enfatiza que las empresas deben implementar medidas de seguridad sólidas para proteger los datos de los clientes.
This document outlines a leadership development plan focused on improving skills in mentoring/coaching employees, handling emotional situations, and conducting one-on-one training. The plan identifies these areas for improvement based on results from a leadership questionnaire. Specific actions include controlling emotions when dealing with employees, treating all employees equally, and using a teaching approach to impart knowledge while pretending challenges are harder than they are to motivate learning. The overall goal is to develop leadership abilities in these targeted task areas.
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
The document summarizes a leadership development workshop hosted by NAKPEHE for current and future leaders in kinesiology. Seventeen faculty and administrators attended the workshop, which was designed to provide leadership training and allow emerging leaders to interact with more experienced leaders. The workshop sessions focused on leadership development and discussed challenges facing kinesiology departments. It was deemed successful at developing emerging leaders and providing a forum to discuss important issues in kinesiology administration.
This document provides information about the Senior Leaders' Program, a 5.5 day residential program designed to help senior leaders develop self-leadership skills. The program aims to help participants 1) gain a fresh perspective on themselves and their purpose, 2) expand their thinking through increased awareness, and 3) develop contemporary leadership skills to address complex challenges. It uses techniques from various disciplines to challenge assumptions and facilitate new understanding. The program is designed for senior leaders and managers facing strategic and organizational challenges, and encourages participation from multiple leaders within an organization to maximize benefits.
Scholars have numerous avenues to disseminate their knowledge and .docxanhlodge
Scholars have numerous avenues to disseminate their knowledge and influence practice. In this exercise, you will review and compare some of these avenues. All the articles below have been written by the same authors, aimed at different audiences.
1. Utilizing the included examples of research dissemination by a single author, write a reflection on the different types of research dissemination that are available to scholarly practitioners, from popular articles to peer-reviewed journal articles.
2. What type of dissemination makes the most sense to you as a practitioner? When would a more scholarly method of dissemination make sense for you?
NOTE-- these readings are provided for you to become familiar with different types of research dissemination based around a topic--
Author's personal copy
Developing resonant leaders through emotional
intelligence, vision and coaching
Richard E. Boyatzis, Melvin L. Smith, Ellen Van Oosten, Lauris Woolford
THE IMPACT
Mary Tuuk was inspiring as she sang the National Anthem for
the opening of the Fifth Third Bank River Run in Grand Rapids
Michigan to nearly 20,000 runners and 40,000 spectators in
May 2012. She is not what people typically think of a 48-year-
old bank president and community leader. A year earlier, she
was highly respected as the chief risk officer of Fifth Third
BankCorp. She had helped steer the company through the
turmoil of the financial crisis and the repayment of the
Troubled Asset Relief Program (TARP) federal money. Mary’s
career in risk management was fulfilling, but she wanted
something else.
As part of the company’s leadership development program
in emotional intelligence, Mary had the opportunity to con-
template her ideal future life and work in 10—15 years. As she
peeled back the layers of others’ expectations, traditions,
and a siloed career remaining in the specialty of risk manage-
ment, she created an exciting image of herself as a line
executive responsible for profit and loss (P&L). The more she
discussed this with her executive coach in the program, the
more the idea developed and her enthusiasm grew.
The CEO (chief executive officer), Kevin Kabat, who had
encouraged executives to enroll in the program, listened as
she shared her dream with him. He promoted her to be
president of Fifth Third’s Western Michigan affiliate. Her
law degree and 16 years in banking prepared her for a major
functional role, but as a general manager and leader of a
major division with $6 billion in assets and $8 billion in
deposits, she would have to be a chief executive. Mary
needed to leverage her full talents and refine them as a
top executive. Kevin agreed that taking charge of the third
largest division of the bank would be a perfect experiment,
opportunity and challenge.
Fast forward to a year later and the results are dramatic.
Mary is propelling the bank to new revenues, profits, and
growth. As a bank president, she has commercial and retail
banking, consumer lending and in.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document discusses using experiential learning exercises to teach and reinforce servant leadership. It notes that traditional lectures result in low retention rates, while experiential learning leads to much higher retention. The author has found that leadership students best remember and apply lessons that involved experiential exercises, or teaching others. Regular exercises are needed to ingrain servant leadership attitudes and behaviors. Examples of companies that use exercises to build teamwork and servant leadership values are provided.
The document discusses helping participants in Clemson University's Staff Development Program properly complete activity forms by reflecting on how their activities helped them meet their goals. It notes that participant notebooks from the pilot year did not adequately reflect this connection. To address this, a website was created with examples and guidance to help participants and mentors understand how to tie activities back to goals in their forms and notebooks going forward. The impact will be assessed by reviewing participants' mid-year notebooks.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document provides an overview of a series of executive briefing and learning programs presented by the Centre for Executive Education. The series focuses on developing transformational leadership skills for managing modern organizations. The programs cover topics such as leaving a leadership legacy, leading during turbulent times, managing a multigenerational workforce, developing the next generation of leaders, and achieving results through emotional intelligence. Each program aims to help participants strengthen their leadership abilities and create development plans for themselves and their organizations.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
The document is a facilitator guide for a six-workshop training program titled "Promoting Your Cause: From Mission to Message" that aims to help organizations develop spokespeople who can effectively promote the organization's mission and message through presentations to civic leaders and in public forums, with each workshop providing materials and exercises to help participants strengthen their presentation skills and ability to represent the organization.
The document provides information about the Management and Leadership Development Program (MLDP) at Dartmouth for the Spring 2015 term. It describes the program's goal of helping students develop management skills and prepares them for professional leadership roles. It outlines the teaching methods, which are grounded in experiential learning and utilize activities, exercises and simulations. It also details the program requirements, which include participation, preparation for sessions, and accountability. The full schedule of sessions and speakers is provided on the program's Canvas page.
- Atlantic Health implemented a Leadership Discovery Process developed by WJM Associates to develop their leaders and prepare them for future challenges. The process included assessments, individual coaching, and group development sessions.
- Over 95% of participants found the process helped them better understand their strengths and areas for development, align goals with the organization, and make meaningful progress on their development plans.
- Atlantic Health leaders reported the process exceeded expectations and positioned the organization for future success by developing a robust pipeline of talented leaders focused on key competencies.
Atlantic Health partnered with WJM Associates to implement a Leadership Discovery Process to develop their senior leaders. The program included leadership assessments, 360-degree feedback, individualized coaching, and group development sessions. Over 95% of participants found it helped improve their self-awareness and align their development goals with the organization's objectives. Atlantic Health was pleased with tangible results including a strengthened leadership pipeline and better prepared executives.
Leadership Development in Healthcare OrganizationsTracyDuberman
- Atlantic Health implemented a Leadership Discovery Process developed by WJM Associates to develop their leaders and prepare them for future challenges. The process included assessments, individual coaching, and group development sessions.
- Over 95% of participants found the process helped them better understand their strengths and areas for development, align goals with the organization, and make meaningful progress on their development plans.
- Atlantic Health executives were satisfied with the results and found it positioned the organization well for future leadership needs with a robust pipeline of developed talent.
Leadership Development in Healthcare OrganizationsTracyDuberman
- Atlantic Health implemented a Leadership Discovery Process developed by WJM Associates to develop their leaders and prepare them for future challenges. The process included leadership assessments, 360-degree feedback, individualized coaching, and group development sessions.
- Over 95% of participants found the process improved their self-awareness and helped them better understand their strengths and areas for development in aligning with the organization's objectives.
- Atlantic Health's CEO and other executives were pleased with the results and felt the program effectively developed leadership skills and positioned the organization for future success.
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. Each program aims to provide practical strategies and techniques for participants to improve their leadership abilities and develop personal leadership plans.
CEE 2015 Directory of Executive Briefing - Learn@Lunch Series ceeglobal
This document provides an overview of a series of leadership development programs presented by the Centre for Executive Education. It describes five programs that are designed to help business leaders address contemporary challenges through teachings on topics like developing a leadership legacy, leading during turbulent times, managing a multigenerational workforce, transforming the next generation of leaders, and achieving results through emotional intelligence. The programs utilize lectures, exercises and peer discussion to help participants strengthen their leadership skills and develop personal leadership plans.
The objective of Supervisor/Manager Training is to develop professional skills in all levels of employees that will help to assure the future success of both the participants and their organizations.
The workplace is witnessing more changes than ever before. These changes are influencing more people to question the future direction and economic stability of organizations. People need to adjust to these changes and find comfort in their future by becoming proactive. We can identify the most significant change as competitive intensity.
John P. Kotter, in his book The Leadership Factor 1988, says:
“...More and more, the need for leadership doesn’t stop at the executive level either. Corporations are finding that even lower-level managerial, professional, and technical employees sometimes need to play a leadership role in their arena”.
We offer a customized approach to promote professional development and provide participants with a unique and transformational learning experience. We will offer: modular format of half and one-day programs, lecture series, webinars, and work with clients to customize high-impact learning experiences to meet specific organizational objectives. During the modular training all participants are asked to complete an accompanying assessment and action plan. Following is an outline of ten different workshops from which to choose your customized learning approach for your organization.
Whether the participants are experienced people who want to expand professional skills or inexperienced just learning the skills, we will offer programs to suit their diverse needs.
2. 1
TABLE OF CONTENTS“A leader is one
who knows the
way, goes the
way, and shows
the way.”
- John C. Maxwell
Introduction and Overview ____________ 2
So You Want to Know About LeaderSHOP 3
Content and Planning ________________ 5
How To LeaderSHOP ______________ 6
LeaderSHOP Sessions ______________ 7
How To Market LeaderSHOP ________ 8
A LeaderSHOP Budget _____________ 9
The Leaders of LeaderSHOP ________ 10
Community, LeaderSHOP, & You ______11
Evaluation ______________________ 12
How Was LeaderSHOP? ___________ 13
Conference Presentation _____________ 16
Letters of Recommendation __________ 18
LeaderSHOP Agenda _______________ 20
3. 2
What is LeaderSHOP?
LeaderSHOP is a student-run, 6-hour training that Portland
State University’s RHA and NRHH Executive Boards
developed, organized, and ran for its on-campus student
leaders. The workshop targeted Hall Council members and
NRHH Chapter members, and aimed to provide them with
tools that would help them be successful, informed, and
balanced student leaders. Aside from passing on these tools,
the program was also designed to make the Executive Board
members of both organizations more accessible for support,
giving Hall Councils and Chapter members a chance to
understand their impact in the bigger picture that is PACURH
and NACURH.
INTRODUCTION & OVERVIEW
“I paid close
attention to how
people presented
their information
during LeaderSHOP
and have had some
opportunities
throughout other
programs and
organizations to
bring light upon the
subject to my other
teams. “
- NRHH Chapter
member
4. 3
“LeaderSHOP was most valuable in that it facilitated a time early on in the year
for not only respective boards to interact and bond as a team, but also for the
introduction of the separate teams to each other, thus creating a feeling on
unification over the entire campus. “ - Hall Council member
How did the program originate?
In the fall of 2014, the RHA and NRHH Executive Boards identified two needs for their
organizations: training and retention of student leaders. They recognized that Hall Councils
(which had just been formed the previous year) and NRHH Chapter members were
shareholders and stakeholders in on-campus leadership, and deserved access to the same
tools that the Executive Boards received during Fall Training with the Residence Assistants
and other student leader staff. Knowing that it would be fiscally impossible for University
Housing and Residence Life (UHRL) to give every student leader access to Fall Training, they
were inspired to recreate a condensed, day-long training to address some of the most
important and relevant elements from Fall Training to those who could not be there.
What was the education component of the program?
This program was designed to educate student leaders by having them reflect on what
leadership means to them, how they can be better leaders, and how their leadership impacts
the community. Our Leadership Expectations session was designed to challenge people to
consider what leadership is to them. Another educational element was the breakout session
on balance. During this session, the Executive Boards aimed to educate attendees on the
importance of self-care in the leadership process. Lastly, utilizing our departmental and
organizational overviews, they strove to help students understand the larger impact their
leadership and actions had on the community, and to inspire a shared vision.
Who was it for? How did they benefit?
This program was strictly designed for Hall Councils and NRHH Chapter members.
LeaderSHOP not only benefited them by giving them tools to run better programs, but it
taught them communication skills, how to handle group dynamics, how to balance work and
academics, and presented them with teambuilding opportunities and a space to ask questions.
What are the goals and objectives?
Because NRHH Chapter members and Hall Councils do not attend the annual Fall
Training with the Housing Staff (and respective Executive Boards), it is essential for them to
go through some type of leadership training. In order to better our Chapter members and Hall
Councils as leaders, we created LeaderSHOP as a “crash course” of the Fall Training that the
Executive Boards and other Housing Staff endure. The main objectives of this “crash course”
is to teach the Hall Councils and Chapter members what their respective duties are, train
them in the meeting style of Robert’s Rules of Order, teach tools for balance, and other more
specific functions of their relative sister organizations. After the training, members are then
able to jump right into their duties and roles within the organizations with confidence and a
sense of community.
So you want to know about LeaderSHOP
5. 4
RHA Program & Events Coordinator, Becca Howe, leading the first team
builder of the day.
What specific student needs did the program address?
The program met a need to connect Chapter members and Hall Council members with the
organizations they represented. By building connections with the Executive Boards and each
other, attendees found a better sense of community and support within the group of students
they were working with.
How does the program relate to Residence Halls and Residents?
PSU’s RHA and NRHH recognized that if they were to promote on-campus community,
they had to model how, and that Hall Councils and Chapter members would need to be able to
do the same. Combined with sharing the tools they would need for their positions, this
training builds a sense of community on our campus. This community building that we
facilitated has created a ripple effect on the rest of the campus. In Fall Training, we learned
that it takes empowering and supporting 13 people to have a ripple effect on your community.
By building fifty empowered students that are engaged in their on-campus community, this
program’s ripple effect has been changing our campus everyday towards a more positive and
connected one.
How is it Unique?
A great deal of student leadership trainings have a large amount of professional staff
influence, which is something that is not present in LeaderSHOP. LeaderSHOP is completely
student-created and led with the least amount of assistance from professional staff members
as possible. The material is taken from what the Executive Boards learned in their own
training and decided as a team on what is most important. By having this type of training
curriculum, the Executive Boards can explain firsthand on how the topics have benefitted
them, and be able to honestly explain why these topics are important.
So you want to know MORE about LeaderSHOP
6. 5
Who? What? Where? When? Why? How?
On Saturday, October 17th in the Ondine Residence Hall at
Portland State University, LeaderSHOP was held from 10:00
am to 4:30pm. The attendees of the training were Hall
Councils and NRHH Chapter members.
LeaderSHOP is designed by students, for students, and with
the intent to empower new student leaders of the Hall
Councils and new NRHH Chapter members to thrive on
campus. Without such a training, both organizations would
not have the ability to be successful leaders at such an early
point in the term.
LeaderSHOP delivers valuable information that not only
allows these new student leaders to be effective on campus in
the residence halls, but also gives them a variety of skills that
they can continue to use for life. The mission of the training is
to create holistically successful students; a mission that is
pursued throughout the entire year and beyond.
CONTENT & PLANNING
“I have used my
training to
effectively lead
meetings and make
appropriate and
captivating
advertisements. I've
also made sure to
have the right
balance of fun and
business, as was
demonstrated in
LeaderSHOP. “
- Hall Council
member
7. 6
Planning Process
The execution of LeaderSHOP was done exclusively by the RHA and NRHH Executive
Boards. The Executive Boards began planning LeaderSHOP about a month prior to its
implementation. This planning process took place during their Fall Training, where they
knew both boards would be present and able to contribute to the design, objectives, structure,
and execution of the training equally. With only two returning members from RHA that had
helped design the first LeaderSHOP the year prior, and one NRHH member who had
attended that previous year as a Chapter Member, the group had several sets of fresh eyes. By
utilizing the knowledge of successes and barriers from the previous year, the team was able to
be more critical about how the training should implemented.
In the early stages of planning, the session topics were established. Between the boards,
each shared their own ideas for possible sessions. After brainstorming an extensive list of
options, the team began to group similar ideas together and eliminate sessions that they
deemed as less important and urgent than others. From these grouped ideas came those that
would become LeaderSHOP’s primary and breakout sessions. Each session was then assigned
to a member based on their strengths and position. By delegating these presentations, each
presenter was given more room to research creative and unique ideas to make each of their
sessions of high quality.
To allow members to focus on their individual sessions, one member from each board was
appointed to head the LeaderSHOP committee. The NRHH Associate Director of Marketing
and the RHA Associate Director chaired the LeaderSHOP committee. They created deadlines,
maintain documentation, and manage the flow of the workshop as a whole. They checked in
with each presenter regularly to create a system of accountability and give support, met with
each other weekly to organize agendas and managed the invitation process. Additionally, they
established what information should be available to the attendees, such as organization
constitutions and budgets. By designating a chair from each executive board, this ensured a
system of accountability within the committee, as well as effective communication between
the organizations.
How to LeaderSHOP
“ This year’s LeaderSHOP had a great atmosphere. Kudos to the whole team
from the ice-breakers to informative and motivating breakout sessions. I
think everything went smoothly and thanks for the small details, such as the
toys.” - NRHH Chapter member
8. 7
LeaderSHOP Sessions
Session One: Department and Organization Overview
Mike Walsh, Director of University Housing and Residence Life, discusses the
impact of student leadership in the residence halls and how UHRL is
determined to create positive experiences for both current and future residents.
Former Director of RHA, Corinne Schneider, NRHH Associate Director of
Recognition, Jason Mocan, and NRHH Associate Director of Operations, Skylar
Session Two: Expectations of Student Leadership
Phil Nguyen, RHA Finance Coordinator, and Shawn Farruggia, NRHH
Director, define what leadership and followership is, how to implement the
Relational Leadership Model, and what can individuals do to be successful
Session Three: Programming and Marketing
Cassidy Johnston, RHA National Communications Coordinator, and Becca
Howe, RHA Program and Activities Coordinator, outline how to create
successful programs, on-campus resources to partner with, and effective
program marketing techniques.
Breakout Session One: Communication and Networking
Corinne Schneider and Cassidy Johnston discuss how to be professional in your
communication, and how to build beneficial relationships within your
organization and outside of your organization.
Breakout Session Two: Balance
Lex Wood, NRHH Associate Director of Marketing, discusses how important
self-care and balance is in the life of a student leader, and gives resources on
how to succeed academically. Outlined in the session are ways to combat
unorganized priorities, stress, and develop SMART goals.
Breakout Session Three: Parliamentary Procedure
Georgi Ryan, RHA Associate Director, and Shawn Farruggia give an
interactive presentation on how to implement Parli Pro in meetings and the
importance of order when having discussions and making decisions.
Session Five: OTMs and Recognition
Jason Mocan and Skylar Wuite discuss what OTMs are and the importance of
recognition both on and off campus.
9. 8
Fliers from Hall Council Elections
Advertisements
Attendance at LeaderSHOP was required for both Hall Councils and NRHH Chapter
members, making advertising a smaller aspect of the training. It was critical that both groups
attended since it was the only formal training that they received. LeaderSHOP was advertised
on every Hall Council Elections flier and application. During the election process, it was
emphasized during each tabling session that attendance at LeaderSHOP was a requirement
for entering any Hall Council position. One week prior to the training, official emails were
sent out to every elected Hall Council member, all NRHH Chapter members, as well as the
organizations’ respective advisors.
How to Market LeaderSHOP
10. 9
Budget
The previous year’s LeaderSHOP was viewed as a success, and a vital part of future leadership
building at Portland State. As a result, both NRHH and RHA developed dedicated line items
in their budget to streamline the process of allocating funds to the purchasing of supplies for
the training. RHA supplied the funds for LeaderSHOP, while NRHH actively sought out
resources on campus to donate supplies and swag for attendees. NRHH communicated with
on-campus organizations, such as University Success (USuccess), the in-hall academic
support center for residential students, and UHRL for such materials.
Shown below is the budget from LeaderSHOP:
Donated Supplies
Folders (USuccess)
Pens (USuccess)
Highlighters (USuccess)
Lanyards (UHRL)
Student planners (PSU Orientation Team)
A LeaderSHOP Budget
Money allocated in RHA budget $500
Total money requested $250
Money spent $211.66
Money remaining in budget $288.34
Amount allocated to snacks, water, and toys $50
Amount spent on snacks, water and toys
Chips
Candy
Water
Toys
$32.66
$17.37
$6.89
$6.65
$6.89
Amount allocated to pizza
Hot Lips pizza
$200
$179
“The most important session I attended at LeaderSHOP was focused on self-health as a stu-
dent leader. It is easy to get completely overloaded with school, work, social obligations, and
leadership roles throughout the year, so the tips introduced on how to balance these things
and take breaks that will actually help facilitate individual productivity was really
important.” - Hall Council member
11. 10
PSU’s RHA & NRHH Executive Boards
Personnel
The RHA and NRHH Executive Boards were both equally involved in the orchestration of
LeaderSHOP. At the time, Portland State University’s RHA Executive Board consisted of five
executive members, and the NRHH Executive Board consisted of four members. It is worth
noting that RHA normally consists of seven members, but two vacant positions were being
filled during the development of the training. These positions were filled the week before
LeaderSHOP, and both new members were required to attend in order to obtain the
information they missed during Fall Training. Aside from the time spent during Fall Training,
the Executive Boards were without a formal advisor for the duration of the planning and
implementation of the training. The Executive Boards utilized the help of Courtney Sandler,
Associate Director of University Housing and Residence Life, and Kayla Green, the Student
Leadership and Engagement Programming Assistant (who had attended LeaderSHOP the
previous year as a NRHH Chapter member), as a resource for major questions about policy or
support when issues arose.
As previously mentioned, the NRHH Associate Director of Marketing and the RHA
Associate Director chaired the formal committee for LeaderSHOP in order to ensure that both
RHA and NRHH were being effectively represented. Each member of the boards were
assigned to conduct at least one session in order to evenly divide the work. From there, the
chairs would delegate additional smaller tasks to executive members whose skill sets matched
them. An example would be the requesting of swag donations from UHRL and USuccess, or
inviting professional staff members to participate in the training.
The Leaders of LeaderSHOP
12. 11
LASTING EFFECTS
Campus/community resources
One campus resource that was asked to contribute materials and information to LeaderSHOP
was University Success (USuccess). USuccess provides a wide range of supports to residential
students in order to help them succeed academically. The program provides Learning
Community Assistants (LCAs) and Resident Academic Mentors (RAMs) as live-in academic
assistance to the residents of Portland State. USuccess also has study lounges with readily
accessible resources such as an available LCA or RAM for immediate support and take-home
information on financial aid, graduate school, on-campus resources, and much more. The
LeaderSHOP committee enlisted the help of USuccess to provide handouts with USuccess-
specific information as well as swag to promote the importance of academic success in not
only elected student leader positions, but among all residents. These handouts were provided
to each attendee and discussed in greater length during the balance breakout session.
Community, LeaderSHOP, and You
“This year’s LeaderSHOP had
a great atmosphere. Kudos to
the whole team from ice-
breakers to informative and
motivating breakout sessions.
I think everything went
smoothly and thanks for the
small details like toys and
stuff.”
“I definitely see the need for a 6-hour
workshop – so much information. I
appreciate all the hands on games and
humor to keep a good flow. Kudos to
Georgi for giving time in explaining in
detail my position.”
“I loved the breakout sessions
and the overall structure of
the event! I think you all did a
great job of covering a wide
variety of topics and including
everyone. The breakout
session on balance was
fantastic.”
Both NRHH Chapter Members and Hall Councils left with positive experiences
at LeaderSHOP. Below are testimonials from the attendees:
13. 12
Evaluation Tools
The Executive Boards used three main tools to evaluate the
success of LeaderSHOP: immediate short free-form responses
and a post-term Google survey from the training attendees,
and a verbal discussion during the Executive Board meetings
following LeaderSHOP.
EVALUATION
“I think that
LeaderSHOP did a
great job of
covering the basic
basis of student
leadership and
provided a good
jumping off point
for the year,
because any more
information
thrown out in a day
would be nearly
superfluous, as
much of student
leadership has to
come from
experience and
hands-on work.” -
Hall Council
member
14. 13
How Was LeaderSHOP?
Free-form responses
The NRHH Associate Director of Marketing delivered closing statements and led a wrap-
up discussion with the attendees at the end of LeaderSHOP. The main goal for the discussion
was to relax and go over the information that was learned during the training that day. After
the discussion, each attendee was asked to anonymously provide free-form feedback to the
Executive Boards on LeaderSHOP as a whole. The feedback ranged from focusing on positive
aspects of the breakout sessions to perhaps changing the time frame of the training.
Verbal discussion
The discussion amongst the Executive Boards was extremely beneficial because
LeaderSHOP is a training that is still in its infancy. With only two Executive Board members
who led LeaderSHOP during the previous year and one who attended as a Chapter member,
the group was able to get fresh perspective from those who were new.
Google survey
While the free-form responses were helpful for immediate evaluation, the Executive
Boards wanted to see how the training benefitted the Hall Councils and NRHH Chapter
members after being in their positions for a term. The survey consisted of four questions
relating to how the Hall Councils and Chapter members used the information that was
learned in LeaderSHOP throughout the course of the term, what parts of the training were
seen as the most beneficial, what should be covered to better prepare them in their positions,
and how could the training change to reflect that feedback. Below are some of the responses
received from the survey:
What skills/information introduced during LeaderSHOP did you
use the most throughout Fall term?
“The most important session I attended at LeaderSHOP was focused on self-
health as a student leader. It is easy to get completely overloaded with school,
work, social obligations, and leadership roles throughout the year, so the tips
introduced on how to balance these things and take breaks that will actually
help facilitate individual productivity was really important.”
“Integrating SMART goals into my life assisted heavily in my routines. In the
past, it was easy to try and set goals that were unrealistic. But the introduction
to SMART goals provided a sense of concreteness and ease within the goal-
achieving process. Having the handout on my desk at all times helps very
often.”
“I was able to learn how to share tasks and allow a more solidified TEAM effort versus
taking on responsibilities on my own like I used to. Learning how to recognize when you
need help is also super important in my opinion, and it has allowed me to be the best pos-
sible version for the sake of any team I am apart of. “ - NRHH Chapter member
15. 14
“I was conscientiously creating posters that appealed to our diverse residents
without alienating any of them. I set SMART goals, taught in a breakout section
during LeaderSHOP. I used the information I got from my RHA counterpart to
successfully create agendas and lead meetings. I also used parli pro quite a bit,
which I learned in another breakout session. “ - Hall Council member
How Was LeaderSHOP?
Now that you have completed your first term in your role as a
student leader, how have you used your training from LeaderSHOP
in your position/as a student leader?
“LeaderSHOP was most valuable in that it facilitated a time early on in the
year for not only respective boards to interact and bond as a team, but also for
the introduction of the separate team to each other, thus creating a feeling on
unification over the entire campus.”
“As a first-generation student returning to school later in life, I was already
well-versed in some of the subject matter. It was good for me to have a chance
to brush up/refresh my knowledge of Parli Pro.”
Program Successes
After receiving the initial evaluations from the Hall Councils and the NRHH Chapter
members, there was an overwhelming amount of positive feedback. The free-form responses
ranged from commenting on how the structure of the day was well planned, to enjoying the
variety of breakout sessions. The Google survey also revealed that both Hall Councils and
NRHH Chapter members felt that the information presented at LeaderSHOP was applicable
to their positions, and better prepared them to be successful as student leaders on campus.
When reviewing the evaluations, it was noted that the balance breakout session was a
session that was praised multiple times. Many of the evaluations noted that they were pleased
that this subject was discussed since many student leaders have a difficult time learning how
to practice self-care and balance with their commitments. It was mentioned that it would have
been beneficial to have the balance breakout session as a main session due to the importance
of self-care.
The Executive Boards crafted each of the sessions with little assistance from professional
staff. With the sessions being both created and taught by the RHA and NRHH Executive
Boards, the sessions were tailored to what the Executive Boards felt was important to pass on
from their time during Fall Training.
16. 15
How Was LeaderSHOP?
Program Improvements
One area that LeaderSHOP could improve on is reserving time for Hall Council members
and NRHH Chapter members to be able to ask questions in a Q&A type setting. Several
evaluations mentioned that it would have been helpful to know “secrets” of how the Executive
Boards dealt with specific situations, or knowledge that they had gained from their
experiences in their positions. Multiple evaluations also noted that it would have been
extremely beneficial to have everyone be able to attend all of the breakout sessions because
while they felt some of the information was more important than others, they realized that
going to each of the sessions would have been beneficial in the long-term.
Both the Hall Councils and NRHH Chapter Members revealed that they wished that there
was a designated time for both groups to be able to introduce themselves and socialize with
one another. While there was a group ice breaker at the beginning of the training and an
optional ice breaker during the lunch break, many wished that they had more opportunities to
be able to get to know the other student leaders in the room.
Uniqueness of program
Prior to LeaderSHOP, both the RHA Executive Board and the NRHH Executive Board join
the University and Housing Residence Life student staff in a two-week training called Fall
Training. It is from this training that the Executive Boards are able to put together curriculum
and narrow down what they consider to be the most important topics to share with Hall
Councils and NRHH Chapter members. While there is slight guidance from the NRHH and
RHA advisor, the flow of topics as well as the subject matter is entirely decided upon by the
Executive Boards. By having this style of program content, Hall Councils and NRHH Chapter
members and are introduced to topics that have greatly benefitted the Executive Boards in
their own development as a team, and further developing them into better leaders.
“I think that having some sort of time where the attendees can hear some more
personal opinions from returning members might be nice. Things that could be
discussed are challenges, time management tips, "secrets", etc. Just something to
kind of model a little way for attendees. I think this helps multiple people because
it also splashes in some reality and gives them some personal applications of
what they just learned in the lives of those who have been in a leadership posi-
tion. Sometimes it can be challenging if someone is expecting rainbows and uni-
corns and unexpectedly runs into a chimera. It might be nice to know that a chi-
mera is already down the road and how one might deal with it.”
- NRHH Chapter member
17. 16
Conference Presentation
In a standard programming session, the general feel of
LeaderSHOP can be recreated by providing the handouts and
toys that were available at the original training. In order to
present such a session at NACURH, handouts would be
provided for approximately 50-75 people and toys could be
provided to be used in pairs by session participants. At
NACURH, the session would be focused on how students can
effectively choose training session topics to best suit the needs
of their participants, and how to create an engaging group
dynamic that allows for the mingling of new student leaders.
In contrast, such a session at ACPA would focus on giving
professional staff ways to empower their RHA or NRHH
Executive Board to further their own development as student
leaders. By having them discuss what topics and information
benefitted them in their progressive development as leaders
on campus to date, professional staff can encourage their
Executive Boards to engage in thoughtful discussions on what
information is the most important and urgent, and how to
create an easy to understand curriculum for their attendees.
PRESENTATION
“The LeaderSHOP
sessions stuck with
me because of their
practical
application and
from how easily the
information learned
was to be integrated
into our
responsibilities.
Having a deeper
understanding of
Parli Pro and
putting that process
into practice will
help me
significantly in
chapter and
executive meetings.”
- NRHH Chapter
member
18. 17
LeaderSHOP Conference Presentation
Introduction of presenters (1 min)
Lex Wood, NRHH Associate Director of Marketing
Georgi Ryan, RHA Director
What is LeaderSHOP? (5 min)
LeaderSHOP is a student-led leadership training for Hall Councils and NRHH Chapter members to gain
valuable information on how to be successful student leaders as well as how their respective organizations
function and what their role in those organizations is.
Why LeaderSHOP? (9 min)
Because the training is entirely student-led, this gives the RHA and NRHH Executive Boards the ability to
showcase their recently learned and reviewed knowledge on such a topic. In addition to giving the Executive
Boards the ability to practice these skills, the training also prepares new Hall Council and NRHH Chapter
members for what to expect for the upcoming year as well as ways to be successful in their positions and beyond.
Planning Process (10 min)
The planning for LeaderSHOP began while the Executive Boards were in Fall Training starting in the beginning
of September and continued up until the training in October. The committee chairs, Lex Wood and Georgi Ryan,
delegated tasks to other Executive Board members, arranged the logistics of the training, and managed the
training while it was in session.
Curriculum Creation (5 min)
Session topics were decided on during Fall Training by the Executive Boards based on the information that they
found the most important to pass on to the Hall Councils and NRHH Chapter members, as well as what they had
found the most beneficial to date in their current positions. Topics were then delegated to members of the
Executive Boards based on their positions and individual strengths to develop a presentation and session
structure.
Evaluation (5 min)
Strengths: The wide variety of sessions was noted to be very beneficial to attendees and the flow made the
training seem shorter.
Barriers: An identified need for more mingling among Executive Boards and attendees as well as more relaxed
information about the inner working of RHA and NRHH from the Executive Boards to the attendees.
Identified Benefits (5 min)
All attendees realized how important having a day of specific leadership training was in order for them to be
successful in their positions. It was noted in multiple evaluations that learning how to balance commitments was
exceptionally important, and the strategies learned during the sessions were still being used after a term in their
positions as student leaders.
Period of question and answer (10 min)
“I would definitely say that communications skills are something that I have adapted the
most. We learned about trying different methods of communications in order to try to give
as much transparency to those around us, as well as being honest and giving feedback no
matter positive or negative in a hopes to continue improving the communication styles of
those around us. Even if one method flops, it is important to flop forward.”
- NRHH Chapter member
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Agenda
Constitutions (RHA, NRHH, and Hall Councils)
Budgets
Contact Sheets for all organizations
Important dates for upcoming academic year
Note Paper
Fliers for General Assembly
Fliers for OTMs
USuccess resource bookmark
RESOURCES AVAILABLE IN FOLDERS