This document discusses how to launch a leadership revolution. It begins by noting that according to a recent poll, only 10% of employees look forward to going to work due to a lack of leadership. It then discusses the five levels of influence a leader must progress through - learning, performing, leading, developing leaders, and developing leaders who develop leaders. The document provides examples of leaders who exemplified each level, such as Theodore Roosevelt being a great learner, and discusses the personal growth and skills required to progress to higher levels of influence.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
A recent poll found that only 10% of employees look forward to going to work each day and most cite a lack of leadership as the reason, but the document asserts that all business leaders have the power to inspire and motivate their people. It encourages leaders to positively influence those in their professional lives by developing their leadership skills.
Final version november 17 2020 -leadership thoughts and lessons final part ii...Ronald Brown
The document provides leadership lessons from various notable figures such as Ruth Bader Ginsburg, Chadwick Boseman, Maya Angelou, John Lewis, Vince Lombardi, Ludwig van Beethoven, Douglas MacArthur, Stacey Abrams, Michelle Obama, Barack Obama, Wynton Marsalis, Magic Johnson, Jim Tunney, Michael Jordan, Colin Powell, Bill Russell, Jesus Christ, and others. The lessons focus on themes of fighting for what you care about respectfully, finding purpose over jobs, making your mark despite failures, being a servant leader, listening to others, and leading by positive example.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
The document contains a collection of quotes related to various topics like action, attitude, belief, challenge, courage, creativity, determination, effort, excellence, genius, happiness, idea, imagination, journey, leadership, life, mind, mission, opportunity, passion, perseverance, positivity, quality, reasonable, resolution, spirit, strength, success, time, victory, and work. The quotes emphasize taking action, having the right attitude, believing in oneself, facing challenges with courage, being determined, putting in hard work and effort, striving for excellence, following one's passion, persevering towards goals, thinking positively, acting reasonably, having strong spirit and resolution, building strength of character, defining a clear mission, seizing
This document provides an agenda and materials for a webinar on leadership presented by Mark Toth, Chief Legal Officer of North America. The webinar covers various topics related to leadership such as defining a leader, leadership styles throughout history, how not to lead through examples like pride and lies, and exercises for developing leadership skills like caring, learning, and developing others. It also includes polling questions to engage participants and information on receiving continuing education credits for attending.
This document outlines the objectives and structure of a leadership development program. The program aims to help participants understand leadership essentials, develop leadership tools and strategies, assess their leadership skills, build a support network, and create an action plan to enhance leadership in Vietnam. It consists of 6 days covering topics like vision, self-awareness, coaching, decision-making, influence and stakeholder management. Participants will apply their learning to a project and present their plan to strengthen Vietnam's leadership. The program uses techniques like assessments, group activities and peer coaching to equip participants with leadership skills and strategies.
This cycle represents the ongoing process of leadership. A leader continually refines their vision, sets goals aligned with that vision, plans concrete steps to achieve those goals, takes action by working diligently, and seeks counsel from others to improve. Repeating this cycle allows the leader to continuously learn and grow in their abilities.
A recent poll found that only 10% of employees look forward to going to work each day and most cite a lack of leadership as the reason, but the document asserts that all business leaders have the power to inspire and motivate their people. It encourages leaders to positively influence those in their professional lives by developing their leadership skills.
Final version november 17 2020 -leadership thoughts and lessons final part ii...Ronald Brown
The document provides leadership lessons from various notable figures such as Ruth Bader Ginsburg, Chadwick Boseman, Maya Angelou, John Lewis, Vince Lombardi, Ludwig van Beethoven, Douglas MacArthur, Stacey Abrams, Michelle Obama, Barack Obama, Wynton Marsalis, Magic Johnson, Jim Tunney, Michael Jordan, Colin Powell, Bill Russell, Jesus Christ, and others. The lessons focus on themes of fighting for what you care about respectfully, finding purpose over jobs, making your mark despite failures, being a servant leader, listening to others, and leading by positive example.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
The document contains a collection of quotes related to various topics like action, attitude, belief, challenge, courage, creativity, determination, effort, excellence, genius, happiness, idea, imagination, journey, leadership, life, mind, mission, opportunity, passion, perseverance, positivity, quality, reasonable, resolution, spirit, strength, success, time, victory, and work. The quotes emphasize taking action, having the right attitude, believing in oneself, facing challenges with courage, being determined, putting in hard work and effort, striving for excellence, following one's passion, persevering towards goals, thinking positively, acting reasonably, having strong spirit and resolution, building strength of character, defining a clear mission, seizing
This document provides an agenda and materials for a webinar on leadership presented by Mark Toth, Chief Legal Officer of North America. The webinar covers various topics related to leadership such as defining a leader, leadership styles throughout history, how not to lead through examples like pride and lies, and exercises for developing leadership skills like caring, learning, and developing others. It also includes polling questions to engage participants and information on receiving continuing education credits for attending.
This document outlines the objectives and structure of a leadership development program. The program aims to help participants understand leadership essentials, develop leadership tools and strategies, assess their leadership skills, build a support network, and create an action plan to enhance leadership in Vietnam. It consists of 6 days covering topics like vision, self-awareness, coaching, decision-making, influence and stakeholder management. Participants will apply their learning to a project and present their plan to strengthen Vietnam's leadership. The program uses techniques like assessments, group activities and peer coaching to equip participants with leadership skills and strategies.
This document contains 12 lessons from Colin Powell on leadership. Some of the key points made include: being responsible means making difficult decisions that may upset some people; leaders should make themselves accessible so that people feel comfortable bringing problems to them; leaders should not be afraid to challenge experts and think outside the box; and that attracting the best people is key to accomplishing great things. The document provides advice and perspectives on different aspects of leadership.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
The document discusses leadership lessons that can be learned from climbing mountains. It provides tips from professional mountain climbers on risk management, hazard recognition, client care, technical systems, terrain assessment, professionalism, movement skills, and instruction. It also discusses how climbing mountains teaches important truths about life, such as that many have gone before, not all paths have been traveled, quiet can be the best approach, health fuel is important, and age is just a number. The document emphasizes that the most important question is whether the right mountain is being climbed - whether the problem being solved is worth caring about.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
60 Inspirational Challenge Yourself QuotesSamuel Albert
Here are 60 challenge yourself quotes to inspire you to achieve more in life. Never underestimate your abilities. Aspire for the best in life. https://maestrack.com/60-inspirational-challenge-yourself-quotes/
The Art of Living Courageously Week 8: Managerial CourageRoz Savage
Work has the capacity to present us with challenges and moral dilemmas that will test our courage in all kinds of ways, and it would be a tragedy to give up on the 65,000 hours that the average worker spends at work as an opportunity to pursue our personal evolution towards courage.
This document contains over 40 quotes about leadership from various notable figures throughout history. Some key themes that emerge are: effective leadership requires vision, serving others, influencing through example rather than force, understanding followers, and focusing on doing the right things rather than just doing things right. Overall, the quotes illustrate leadership as a complex practice that depends on contextual factors and involves inspiring and guiding people toward shared goals or needed change.
High Performance competencies-inspiration & achievingRajat Manan
The document discusses high performance management competencies related to inspiration and achievement. It begins by defining high performance and discussing how organizations have shifted focus from merely meeting expectations to high performance.
It then discusses competency models and provides examples of competencies related to inspiration, such as impact, self-confidence, and presentation skills. Stories of inspirational figures like Alexander the Great, General McClellan, and Nick Vujicic are summarized.
The document also discusses competencies related to achievement, citing McClelland's motivation theory. Stories of achieving against adversity from figures like J.K. Rowling, Colonel Sanders, Walt Disney, and Michael Jordan are highlighted. Finally, it lists competencies that can lead to achievement, such
You have no right to manage others if you are not passionate about what you do. A great leader takes people where they don't necessarily want to go but ought to be. Effective leadership is defined by results not attributes. Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future.
The Art of Courageous Living Week 4: Motivation & PurposeRoz Savage
In Week 4 of our class on Courage in Theory and Practice, we examine psychological perspectives on how courage can be enhanced by finding intrinsic motivation and a sense of purpose.
100 สุภาษิต สำหรับผู้นำ 100 best quotes on leadership maruay songtanin
The document contains 100 quotes on leadership from various notable historical and contemporary figures. Some of the key themes that emerge from the quotes include: a leader's primary responsibilities are to define reality, serve as a visionary, and empower others; effective leadership requires qualities like humility, integrity, courage and the ability to inspire people; and strong leadership involves influencing and gaining followers through example rather than through authority or title alone.
This document provides information about a presentation on developing a leadership style that fits one's identity and leads to success. The presentation defines lifestyle leadership as leading through one's individual identity including ways of living, beliefs, habits, behaviors, attitudes, values and worldview. The leader must project this identity in a way that inspires people in a given time and place. Contact information and websites are provided to find further information on lifestyle leadership from the speaker.
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
The document discusses requirements gathering and communicating with management. It emphasizes that requirements should address actual needs rather than implementation details, and that gathering requirements requires understanding perspectives through open communication rather than blind obedience. Effective communication involves asking questions to uncover deeper needs and vision, and defining deliverables that meet those needs.
The document discusses the organization and management of the Cassini-Huygens mission to study Saturn and its moons. It describes how the mission involved multiple spacecraft and instruments from various organizations around the world. It discusses how the project was organized with instrument teams led by principal investigators and overseen by program management. It also outlines some of the challenges of managing such a complex distributed mission over many years, including staffing, communication across distributed teams, and ensuring all elements stay on schedule through rigorous processes.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs at different stages of development. It outlines roles, timelines and expectations for independent reviews.
The document discusses organization development and why it is important for project management. It focuses on the healthy startup and development of project teams. Specifically, it discusses the Tuckman Model of Team Development and outlines the top five reasons for project team failures. It then introduces the concept of a Project Team Collaboration Agreement, which defines how a team will operate together in critical areas to help avoid failures and increase success. The Collaboration Agreement covers defining issues about the organization, roles, and how the team will structure itself.
This document contains 12 lessons from Colin Powell on leadership. Some of the key points made include: being responsible means making difficult decisions that may upset some people; leaders should make themselves accessible so that people feel comfortable bringing problems to them; leaders should not be afraid to challenge experts and think outside the box; and that attracting the best people is key to accomplishing great things. The document provides advice and perspectives on different aspects of leadership.
This document discusses the relationship between spirituality and project management. It defines spirituality as having meaning, values, transcendence, connection, and personal development. Spirituality is described as being in tune with life and helping to align one's work with dimensions that are harmonious. The document then discusses how spirituality relates to the aims of projects in terms of righteousness, wealth, desire, and liberation. It argues that actions on projects should help move toward ultimate goals and building strong connections through trust, nurturing, and shared vision.
The document discusses leadership lessons that can be learned from climbing mountains. It provides tips from professional mountain climbers on risk management, hazard recognition, client care, technical systems, terrain assessment, professionalism, movement skills, and instruction. It also discusses how climbing mountains teaches important truths about life, such as that many have gone before, not all paths have been traveled, quiet can be the best approach, health fuel is important, and age is just a number. The document emphasizes that the most important question is whether the right mountain is being climbed - whether the problem being solved is worth caring about.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
60 Inspirational Challenge Yourself QuotesSamuel Albert
Here are 60 challenge yourself quotes to inspire you to achieve more in life. Never underestimate your abilities. Aspire for the best in life. https://maestrack.com/60-inspirational-challenge-yourself-quotes/
The Art of Living Courageously Week 8: Managerial CourageRoz Savage
Work has the capacity to present us with challenges and moral dilemmas that will test our courage in all kinds of ways, and it would be a tragedy to give up on the 65,000 hours that the average worker spends at work as an opportunity to pursue our personal evolution towards courage.
This document contains over 40 quotes about leadership from various notable figures throughout history. Some key themes that emerge are: effective leadership requires vision, serving others, influencing through example rather than force, understanding followers, and focusing on doing the right things rather than just doing things right. Overall, the quotes illustrate leadership as a complex practice that depends on contextual factors and involves inspiring and guiding people toward shared goals or needed change.
High Performance competencies-inspiration & achievingRajat Manan
The document discusses high performance management competencies related to inspiration and achievement. It begins by defining high performance and discussing how organizations have shifted focus from merely meeting expectations to high performance.
It then discusses competency models and provides examples of competencies related to inspiration, such as impact, self-confidence, and presentation skills. Stories of inspirational figures like Alexander the Great, General McClellan, and Nick Vujicic are summarized.
The document also discusses competencies related to achievement, citing McClelland's motivation theory. Stories of achieving against adversity from figures like J.K. Rowling, Colonel Sanders, Walt Disney, and Michael Jordan are highlighted. Finally, it lists competencies that can lead to achievement, such
You have no right to manage others if you are not passionate about what you do. A great leader takes people where they don't necessarily want to go but ought to be. Effective leadership is defined by results not attributes. Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future.
The Art of Courageous Living Week 4: Motivation & PurposeRoz Savage
In Week 4 of our class on Courage in Theory and Practice, we examine psychological perspectives on how courage can be enhanced by finding intrinsic motivation and a sense of purpose.
100 สุภาษิต สำหรับผู้นำ 100 best quotes on leadership maruay songtanin
The document contains 100 quotes on leadership from various notable historical and contemporary figures. Some of the key themes that emerge from the quotes include: a leader's primary responsibilities are to define reality, serve as a visionary, and empower others; effective leadership requires qualities like humility, integrity, courage and the ability to inspire people; and strong leadership involves influencing and gaining followers through example rather than through authority or title alone.
This document provides information about a presentation on developing a leadership style that fits one's identity and leads to success. The presentation defines lifestyle leadership as leading through one's individual identity including ways of living, beliefs, habits, behaviors, attitudes, values and worldview. The leader must project this identity in a way that inspires people in a given time and place. Contact information and websites are provided to find further information on lifestyle leadership from the speaker.
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
The document discusses requirements gathering and communicating with management. It emphasizes that requirements should address actual needs rather than implementation details, and that gathering requirements requires understanding perspectives through open communication rather than blind obedience. Effective communication involves asking questions to uncover deeper needs and vision, and defining deliverables that meet those needs.
The document discusses the organization and management of the Cassini-Huygens mission to study Saturn and its moons. It describes how the mission involved multiple spacecraft and instruments from various organizations around the world. It discusses how the project was organized with instrument teams led by principal investigators and overseen by program management. It also outlines some of the challenges of managing such a complex distributed mission over many years, including staffing, communication across distributed teams, and ensuring all elements stay on schedule through rigorous processes.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs at different stages of development. It outlines roles, timelines and expectations for independent reviews.
The document discusses organization development and why it is important for project management. It focuses on the healthy startup and development of project teams. Specifically, it discusses the Tuckman Model of Team Development and outlines the top five reasons for project team failures. It then introduces the concept of a Project Team Collaboration Agreement, which defines how a team will operate together in critical areas to help avoid failures and increase success. The Collaboration Agreement covers defining issues about the organization, roles, and how the team will structure itself.
This document discusses schedule analysis techniques that can help project teams understand the status and risks associated with their project schedules. It examines how schedule analysis can provide insight into when the project will finish, where risks exist in the schedule, whether there is enough schedule slack and reserve, and whether the schedule is realistic. The document also discusses how schedule analysis can help assess schedule performance, the impact of changes, and supplier performance. It provides examples of critical path analysis, total slack trends, activity duration sensitivity, and Monte Carlo simulation to determine schedule confidence levels.
The document discusses contract scope and growth. It provides examples of how initial contract values can increase from $100M to $195M due to factors like cost overruns, scope creep, and specification changes. It defines scope as the "extent or range of application, operation; aim or purpose" and explains that determining if new work falls within existing scope is important for a contracting officer's authority to modify the contract. Well-meaning additions from various stakeholders can lead to "grass roots" or "outside influence" scope creep if not properly managed.
The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach:
1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design.
2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration.
Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.
This document describes three modeling techniques to assess the impact of budget constraints on project cost and schedule:
1. A deterministic approach using time-dependent and time-independent cost elements to model how budget constraints extend schedule elements.
2. A cost risk-based approach using cost risk statistics and time-phased cost and budget data.
3. An integrated cost and schedule risk analysis approach using schedule logic, cost allocation to activities, cost/schedule statistics, and time-phased budgets.
An example analysis uses the deterministic approach to show baseline results and an excursion with 10% lower annual budgets, requiring schedule slips that extend beyond the original 2016 end date.
This document discusses the importance of teamwork and partnerships for projects. It provides examples of successful partnerships in Northern Ireland and outlines challenges and opportunities of partnerships. The document advocates that NASA pursue innovative public-private partnerships to achieve its strategic goals and maximize the benefits of shared resources and ideas.
The document discusses lessons learned from turbulence experienced during a NASA aeronautics research project. Key points include: a new project manager was selected who was unfamiliar with the role and processes, which led to leadership issues; the program was undergoing changes that created an unclear vision and shifting requirements, adding turbulence; clear communication between project leadership and open discussion of challenges is important for navigating periods of turbulence; selecting candidates well-suited for open roles and providing needed training and mentoring can help address issues that arise.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust operations for low cost of ownership. [3] The key lesson is that designing a system with operational requirements in mind from the beginning leads to simpler and more cost-effective operations long-term.
The document discusses social media and its relevance for NASA projects. It begins with an introduction to social media, defining it as internet-based applications that allow for rapid creation and sharing of user-generated content. It then shows that there is significant interest in NASA's use of social media, as NASA has over 1.8 million Twitter followers and 116,000 Facebook followers across its accounts. Finally, it suggests that social media can provide benefits both for NASA projects and for people by engaging audiences and sharing information.
EVM is a project management process that integrates scope, schedule, and cost to assess project performance and forecast outcomes. It allows objective measurement of progress against a performance measurement baseline (PMB) which includes a work breakdown structure, schedule, and time-phased budget. EVM helps identify variances so management can take corrective actions to mitigate risks and keep the project on track. NASA requires EVM for projects over $20 million to enhance the likelihood of success through active measurement and management.
This document provides an overview of earned value analysis (EVA) concepts and calculations to help make EVA work effectively on projects. It covers key EVA terms like planned value, earned value, and actual cost. It also discusses important metrics like schedule and cost variance, and the schedule and cost performance indices. The document reviews techniques for measuring work progress and calculating earned value. It then presents formulas for estimating costs to complete and the estimate at completion. The goal is to provide project managers with the information needed to successfully implement and use EVA on their projects.
This document summarizes key points from a paper on how complex systems fail. It discusses that complex systems are inherently hazardous due to multiple potential failure points, but have many defensive layers that generally prevent failures. It notes that catastrophes occur when small, disconnected failures combine in unexpected ways. Complex systems also constantly operate with some degraded functionality and latent failures, requiring operators to adapt over time to changing conditions in order to maintain safety.
The document outlines 10 rules for maintaining good customer relationships. The rules are: 1) Listen more than you speak; 2) Show respect and earn it; 3) Persuade rather than argue; 4) Don't put off bad news; 5) Accept that customers won't always be your friend; 6) Customers don't care about your problems; 7) Persistence and patience are important; 8) Have a "can do" attitude; 9) Don't take things personally; and 10) Smile and maintain a positive attitude. The document emphasizes building trust, honesty, and mutual goals in customer relationships.
The document provides an implementation strategy for Integrated Baseline Reviews (IBRs) according to NASA requirements. It outlines IBR goals, assumptions, and a strategy that stages reviews throughout project phases from pre-Phase A to Phase D. The strategy emphasizes evolving review focus from process to content as the project matures. Reviews are scaled based on risk level and include roles and requirements for each project phase.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
The presentation is a summary of the book "The new art of the leader." by Ph.D Major General Rtd. USAFR.
The Book contains topics like:
The combat model of leadership
How to gain self-confidence
Secrets of motivatoin
This document discusses various topics related to leadership including defining leadership, leadership styles, power dynamics, and developing leadership skills. It defines leadership as influence toward change and describes different leadership styles like autocratic and democratic. It also outlines five types of power described by French and Raven including coercive, reward, legitimate, referent, and expert power. The document stresses the importance of learning, reading, mentoring others, and expanding one's vision in becoming a strong leader.
The 21 Irrefutable Laws Of Leadership PptOmar Caceres
The 21 Irrefutable Laws of Leadership document discusses 21 laws or principles of effective leadership. It summarizes each law in 1-2 sentences and provides additional details about each law. The laws cover topics such as influence, priorities, empowerment, momentum, sacrifice, timing, growth and legacy. The overall document provides a concise overview of important leadership concepts and how to apply them.
The document provides an overview of 21 laws of leadership organized across multiple pages. Some of the key laws discussed include:
1) The Law of the Lid - leadership ability determines a person's effectiveness.
2) The Law of Influence - leadership is about influence, not just management or position.
3) The Law of Process - leadership requires systematic work and learning over time.
4) The Law of Navigation - effective leaders chart the course and direction for their team.
5) The Law of Addition - leaders add value to others through training and mentoring.
The document emphasizes that strong leadership relies on qualities like trustworthiness, communication skills, empowering others, and leading
This presentation summarizes key aspects of personal leadership, including definitions of leadership, characteristics of good leaders, leadership principles, the importance of vision, and leadership presence. It was presented by four students to their professor for a course on employability. The presentation defines leadership as knowing yourself, having a clear vision, building trust, and taking effective action. It outlines characteristics like honesty, having a positive attitude, and motivating others. Leadership principles discussed include integrity, responsibility, optimism, and continuous self-improvement. The importance of having a vivid vision and leadership presence that makes others feel safe and inspired is also highlighted.
This document discusses the traits and responsibilities of great leaders. It identifies 12 key traits of great leaders: good communication skills, willingness to listen, trustworthiness, knowledge and experience, good attitude, ability to motivate, integrity, courage, ability to stay organized, ability to inspire respect, positive reinforcement, and accountability. It also outlines key responsibilities of leaders, such as keeping the vision, interfacing with the external environment, understanding the industry, crafting culture, defining success, coaching and teaching, developing oneself, and maintaining optimism.
The document discusses various topics related to leadership including definitions of leadership, characteristics of good leaders, approaches to leadership such as power-influence and situational leadership, and leadership styles. It provides information on traits of successful leaders, skills of successful leaders, leadership behavior, undesirable leadership behaviors, levels of maturity in situational leadership, and transformational leadership theory.
Leadership top tenleadershipmistakes-jack smalley-express 2010weichele
The competencies that most impact trust are respect, fairness, pride, and camaraderie. Respect involves supporting employees' development and valuing diverse perspectives. Fairness means equitable treatment and performance-based rewards. Pride comes from individual work, team accomplishments, and organizational success. Camaraderie is about feeling comfortable being yourself among socially friendly colleagues who embrace family values.
Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 No...Maureen Frost
This document provides an agenda and overview for a presentation on "Spark-full" Leadership for challenging times. The presentation discusses why spark-full leadership is important, the difference between management and spark-full leadership, and definable characteristics that spark-full leaders need to display. It also covers releasing discretionary energy from teams. Key points include that spark-full leadership inspires people to achieve shared goals, looks inward for responsibility, understands team dynamics, and aligns values and behaviors with rewards.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.
The document discusses various leadership qualities and principles based on the experiences of prominent leaders. It provides insights from leaders such as Mahatma Gandhi, Bill Gates, Azim Premji, Verghese Kurien, Indira Gandhi and General Colin Powell. Some of the key leadership lessons mentioned include the importance of vision, learning from both successes and failures, empowering followers, effective communication and leading by example.
The document summarizes John C. Maxwell's book "The 21 Irrefutable Laws of Leadership". It discusses 10 of the 21 laws of leadership:
1. The Law of the Lid - A leader's effectiveness is determined by their leadership ability.
2. The Law of Influence - True leadership is measured by a person's influence, not their position or title.
3. The Law of Process - Leadership develops over time through continuous learning and growth, not overnight.
The summary provides a high-level overview of the key points covered in the document without copying significant text. It focuses on the essential ideas in 3 sentences or less as requested.
The document discusses various concepts related to leadership and management. It begins with a quote about empowering oneself and others. It then provides definitions of leadership as influencing others to achieve goals and as an interaction between the leader, followers, and situation. The differences between a leader and manager are outlined, with leaders seen as more innovative and inspiring. Several leadership theories are then summarized, including the Great Man theory, trait theory, behavioral theories, and contingency theories. Different leadership styles like coercive, authoritative, affiliative, democratic, pacesetting and coaching are defined. The document concludes with discussions of motivation theories from McGregor, Maslow, McClelland, and Herzberg.
I transformed is a concept created to help young leaders understand the meaning and essence of leadership by transforming its perfectives in views as a leader.
The document provides an overview of a workshop on effective safety leadership. It discusses John Gardner's view that understanding is the first step of leadership. The workshop aims to help participants gain awareness of leadership concepts and techniques that can be applied in the workplace to promote safety. It includes sections on the nature of leadership, leadership styles, developing a supportive safety culture, and how leaders can communicate, recognize good work, and develop trust.
This is pdf version of presentation made to New York School Public Relations Association. It is based on "The Public Relations Practitioner's Playbook" and "The ABCs of Strategic Communication" published by AuthorHouse.
Effective Leadership As A Key Factor For ProjectValdo Camilo
The document discusses effective leadership as a key factor for project success. It defines leadership and outlines different schools of leadership theory. It discusses the competencies needed for project managers, including traits like intelligence, problem-solving skills, and communication abilities. The document also examines different leadership styles and traits of effective leaders, such as trustworthiness, passion, and adaptability. It argues that a project manager's leadership style can influence project success by establishing clear goals, motivating teams, and adapting to different situations.
The document discusses leadership and outlines a workshop on the topic. It provides definitions of leadership, examples of what leaders do, and discusses developing leadership skills through focusing on oneself ("I"), building community ("We"), and strategic thinking ("It"). It emphasizes that effective leadership involves creating a shared purpose and vision, influencing and motivating others, and producing more leaders rather than just followers.
This document provides an agenda for a two-day MASCO BCG leadership development workshop held on May 10-11, 2007. The agenda includes sessions on leadership overview, leadership surveys, discussion management, boosting employee performance, and skill practice. It also includes introductions where attendees will share their name, position, experience, and an interesting fact about themselves. Expectations are for participants to participate, learn, teach, apply lessons, and have fun. The document provides material from various presenters on topics like the Apollo 13 mission, definitions of lead and leadership, leadership myths, the five levels of leadership, emotional intelligence, and managing change.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
1. Start a Leadership Revolution
Randall Lovell, Barrios Technology
1
Launching A Leadership Revolution
Used with Permission
2. Recent Poll
American business professionals are uninspired.
According to a recent Maritz Research poll, only 10% of
employees look forward to going to work, and most point to a
lack of leadership as the reason why. But it doesn't have to be
that way.
All business leaders have the power to inspire, motivate, and
positively influence the people in their professional lives.
By Carmine Gallo
2
Launching A Leadership Revolution
3. “The successful person makes a habit of doing what the failing
person doesn't like to do.” Thomas Edison
The famous inventor Thomas Edison was probably the most
experienced note-taker ever.
3
Launching A Leadership Revolution
5. Today's Leadership Agenda
What a leader is
What a leader brings
What a leader does
How a leader grows personally
How a leader grows in influence – 5 levels
– Learning
– Performing
– Leading
– Developing leaders
– Developing leaders who develop leaders
Summary
5
Launching A Leadership Revolution
6. A Question of Leadership
Identify problems Easy
Coming up with good ideas Easy
Suggest changes and modification Easy
Implementation Leader required
Achieve results Leader required
Band of Brothers example
6
Launching A Leadership Revolution
7. What Is Your Definition of
a Leader?
7
Launching A Leadership Revolution
8. What Is a Leader?
“Leadership is the influence of others in a
productive, vision-driven direction and is
done through the example, conviction and
character of the leader.”
~Launching a Leadership Revolution
8
Launching A Leadership Revolution
10. Art & Science
Leadership is an art form
– Anyone with the right ‘talent’
– Thought process
– Mindset
– Certain mentalities
Leadership is a science
– Entirely learnable
– Specific action = specific result
Leadership is a blend between art and science
10
Launching A Leadership Revolution
11. Winston Churchill
- Historical Example of What a Leader Is
“We shall never surrender”
All consuming cause
He knew he was destined for this moment
Unswerving faith in a victorious outcome
An enduring legacy
Providing a mental picture of a preferred
future, mobilizing others toward a common
goal, and influencing them in a productive,
vision-driven direction.
11
Launching A Leadership Revolution
12. Keep up with your reading…
The average American reads 1 book (usually fiction) a year,
The average Leader reads 1 book (usually nonfiction) a month.
12
Launching A Leadership Revolution
13. Foundational Qualities
Prerequisite to Five Levels of Influence
5
4
3
2
1 5 Levels of
Influence
Foundational
Qualities
Prior to becoming a successful leader,
one must have foundational qualities
13
Launching A Leadership Revolution
14. Foundational Qualities -
Leadership Raw Materials
Hungry
Hone-able
Honorable
“Every man should be embarrassed to die until he
accomplishes something great in this world.”
~Douglas MacArthur
14
Launching A Leadership Revolution
15. Hunger – What is your Motivation?
Material Success Rewards
Recognition and respect Significance
Purpose, destiny, legacy Obedience and sacrifice
to a God-given vision
Every action one takes is either one step closer or
one step further from his or her destiny.
Many begin the journey.
Very few finish.
It’s the Hungry who make it!
15
Launching A Leadership Revolution
16. Foundational Quality #2 – Hone-able
“To sharpen or smooth…”
“To make more accurate, intense, or effective…”
To know that you don’t know
To know that you won’t know if you don’t grow
For a leader, there is no completion to education.
16
Launching A Leadership Revolution
17. Foundational Quality #3 – Honorable
Integrity
Character
Honor encompasses the virtues of integrity and character,
self-denial, loyalty, and a servant’s humility to those in
authority above, as well as a just and merciful heart to
those below.
Timeless – not old-fashioned
Necessary for a leader
Bottom-line comes to CHOICES
17
Launching A Leadership Revolution
18. “Honor is the force that holds hunger in check.”
~Brady and Woodward
“To become a leader worth following you must give time and
attention to the inner man.”
~Andy Stanley
“Nearly all men can handle adversity, but if you really want to test a
man’s character – give him power.”
~Abraham Lincoln
“If reputation is what others think of you, then character is what God
knows about you.”
~Brady and Woodward
“In the Leadership arena, character counts. I am not saying this
casually.”
~Warren Bennis
“Honor is the component that makes hunger productive for the
leader’s fellow man.”
~Brady and Woodward
18
Launching A Leadership Revolution
19. William Wilberforce
- “Standing Against Evil”
Historical example of Hungry, Hone-able, and
Honorable
Personal Diary entry; “God Almighty has set before
me two great objects, the suppression of the slave
trade and the reformation of morals.”
47 years, persistence, to see his vision come to
fruition
Teachable and eager to learn whatever would serve
him in his calling
Movie – Amazing Grace
19
Launching A Leadership Revolution
20. What a Leader Does
“I’m not paid to READ, I’m paid to LEAD.”
President Schwarzenegger
in The Simpson's Movie
20
Launching A Leadership Revolution
21. Leadership Is a Journey
Motivation
Ditch of Discouragement
Shoulder of Frustration
Ditch of Complacency
Shoulder of Comfort
Leader
Mediocrity
Leadership is a study in managed frustration
21
Launching A Leadership Revolution
22. Cycle of Achievement
Vision Vision
Goal setting
Game planning Set Goals
Counsel
Working
Plan
Seeking counsel
Work
Directions: Repeat this cycle as often as needed for an increase in
ability, understanding, experience, discernment, and wisdom.
22
Launching A Leadership Revolution
23. Vision
Vision
Set Goals
Tomorrow’s reality expressed as Counsel
an idea today
First step of influence Plan
Leaders must consistently share
the vision with the people they Work
influence
– Sustains high energy
– Inspires Long term commitment
– Encourages enthusiastic
participation
Visualization is a technique
“Where there is no vision, the people perish.” Proverbs 29:18
23
Launching A Leadership Revolution
24. Vision
Goal Setting
Set Goals
A goal is a vision being Counsel
acted upon Plan
A target to direct your
hunger, ambition, and Work
energies
Without goals, all efforts are
just wandering generalities
“A goal is an enemy to be conquered with a battle strategy
and commitment of a warrior.”
Tang Wei Martial Arts Institute
24
Launching A Leadership Revolution
25. Goal Setting Is a Discipline
Specific
Written
Set in stone
Measurable
Realistic
Provides motivation
Aligned with priorities
and values
Prominent
For a specific time
period
25
Launching A Leadership Revolution
26. Vision
Game Planning
Set Goals
Set in sand Counsel
Drives the prioritization Plan
of tasks
Work
Developed at the macro,
mini and micro levels
Best when preceded by
effective thinking
Hunger is the ‘why’
Goal is the ‘what’
Planning is the ‘how’
26
Launching A Leadership Revolution
27. Vision
Working
Set Goals
Daily actions of a leader produces
Counsel
effectiveness
Plan
Casting the vision
Leading by example
Demonstrating a high Work
work ethic
Taking responsibility Maintaining focus
Orchestrating and aligning Staying persistent
resources Striving ahead of the
Solving problems and group
removing obstacles Giving praise and
Searching for recognition
opportunities Providing guidance and
Being consistent course correction
27
Launching A Leadership Revolution
28. Vision
Seeking Counsel Set Goals
Counsel
Learn Plan
Gain perspective
Make mid-course corrections Work
Receive feedback
Accept accountability for
performance
Grow personally
Earn respect
28
Launching A Leadership Revolution
29. Mel Fisher - “Today’s the Day!”
Example of the Cycle of Achievement
Discovered the Atocha
Set a clear vision
Set daily clear and specific goals
Developed an effective game plan
Did the work with positive attitude
Counseled with experienced treasure salvers
29
Launching A Leadership Revolution
30. How a Leader Grows Personally
30
Launching A Leadership Revolution
31. Growth
Growth is not optional
Growth occurs in two major categories
– Personal growth (Internal)
– Influence with others (External)
Internal victories precede external victories
31
Launching A Leadership Revolution
32. Internal Growth – Self Assessment
Trilateral Leadership Ledger
10
Best
Worst
0
Character Tasks Relationships
Leadership Effectiveness 32
Launching A Leadership Revolution
33. Character
Honesty
Integrity
Values
Faith
Humble
Patience with others
Discipline
Self-mastery
Personal Discipline to Managing Oneself
33
Launching A Leadership Revolution
34. Tasks
Acceptance of Responsibility
Work Ethic
Availability
Willingness to Invest Time
Tenacity
Perseverance
Execution
Having a ‘sense of mission’
34
Launching A Leadership Revolution
35. Relationships – Ability to Get Along
and Form Lasting Bonds
Accepting people
Approving people
Appreciating people
Seeing the good in people
Encouraging people
Caring for, and about, people
Putting others first
Seeking win-win arrangements
Helping people accomplish tasks
Living the “Golden Rule”
Winning Friends and Influencing People
35
Launching A Leadership Revolution
36. Self Assessment Exercise
Trilateral Leadership Ledger
10
Best
Worst
0
Character Tasks Relationships
Leadership Effectiveness 36
Launching A Leadership Revolution
37. Benjamin Franklin
– Arriving at Moral Perfection
Consistently worked on himself
Created a program of personal growth
– Self Assessment
– Willful Change
– Measurement of Progress
13 Virtues
37
Launching A Leadership Revolution
39. Leadership Seminar Contents
What a leader is
What a leader brings
What a leader does You are here
How a leader grows personally
How a leader grows in influence – 5 levels
– Learning
– Performing
– Leading
– Developing leaders
– Developing leaders who develop leaders
Conclusion
39
Launching A Leadership Revolution
40. How a Leader Grows in Influence
40
Launching A Leadership Revolution
41. Five Levels of Influence
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
41
Launching A Leadership Revolution
42. The Five Levels of Influence
Progressive Leadership
– Expanding Influence
– Deliberate Process
– Grow the Leader
Various Levels of Leadership
– Maxwell: Developing the Leader Within You
– Collins: Good to Great
42
Launching A Leadership Revolution
43. Learning
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
Great Leaders are Great Learners 43
Launching A Leadership Revolution
44. Art of Learning
Must be a top priority – Very Important/Urgent
Must have a great attitude about learning
Learn from everyone – everyone is your
superior in some way
Best education comes from those who have
results or “fruit on the tree”
Everyday – Intentional Focused Study - Habit
44
Launching A Leadership Revolution
45. Science of Learning - Actions
Areas of Learning
– People (personalities, human relationship skills)
– Basics
– Goals & Objectives
– Processes
– Measures of Performance
– Rewards
– Histories
– Environment
– Obstacles and Oppositions
45
Launching A Leadership Revolution
46. Science of Learning - Actions
Methods of Learning
– Books
– Audios
– Videos
– Association
– Coaches/Mentors
– Action
– Controlling the Flow
46
Launching A Leadership Revolution
47. Theodore Roosevelt
- “A Campaign of Self-Transformation”
Example of a Learner
Formed habits of reading, learning and
inquiring about great achievers
Intense work ethic
Sheer determination
Self Mastery
Succeeded
Wrote 38 books
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Launching A Leadership Revolution
48. Performing
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
…where accomplishments begin 48
Launching A Leadership Revolution
49. The Art of Performing
Results come through personal effort
Champions don’t start out that way
There will be many opportunities to feel second-best
Nothing worthwhile comes easy
Performers don’t expect fair treatment
There will always be critics
There will always be strong adversaries
Breaks will come for those who prepare
Attitude conquers circumstances
Desire trumps talent
Performers can never be satisfied
There is power in belief
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50. The Science of Performing
Work as part of an overall team
Edify the organization’s leadership
Promote the training system and learning environment
Follow the proven methods
Build on their basic strengths
Initiate activity
Push to grow and improve
Become relatable
Become believable and demonstrate conviction
Maintain a positive attitude
Give their best in every situation
Focus on priorities
Get results (execute)
Ignore their press clippings
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Launching A Leadership Revolution
51. Tom Brady
- From Passed Over to MVP”
Historical Example of Performing
Sat on bench for 3 years in college
199th pick in NFL Draft
Prepare, prepare, prepare
Hardest Worker on the team
“Just give me a chance”
1st Playing Game – WIN
Superbowl XXXVI – WIN
– Youngest Ever MVP
Superbowl XXXVIII – WIN
– Superbowl MVP
21 Consecutive WINS 51
Launching A Leadership Revolution
Superbowl XXXIX – WIN
52. Leading
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
Being a Lieutenant is different than
being a soldier 52
Launching A Leadership Revolution
53. The Art of Leading
Results come through a team effort
People buy into the leader before anything else
The importance of finding and developing good
people
Dealing with inadequate resources is common
Leadership is the limitation
The impact of their actions on the organizations
Leadership is about sacrifice
A leader’s job is never done
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Launching A Leadership Revolution
54. The Science of Leading
Model the way
Compel individuals to perform
Coach others
Become servants
Operate as field commanders
Orchestrate activity
Measure results
Solve problems
Reward performance
Communicate
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Launching A Leadership Revolution
55. George Washington
- “The Faithful Servant”
A true Soldier’s Soldier, Model the way
Leadership requires Sacrifice
Servant Leadership
Orchestrator, Problem-solver
Excellent Communicator
Accepted Responsibility
Cast the Vision of Winning
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Launching A Leadership Revolution
56. Associate with other Leaders
Where could you be right now—or even better, where could you be
tomorrow — if you surrounded yourself with a network of positive,
like-minded people who truly want you to succeed ?
Your wisdom and income/wealth will be the average of the 5 people
around whom you hang most.
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Launching A Leadership Revolution
57. Developing Leaders
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
Become a talent scout
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Launching A Leadership Revolution
58. Art Is Greater Than the Science
Art
High
Science
Low
Learning Performing Leading Developing Developing
Leaders Developers
of Leaders
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Launching A Leadership Revolution
59. Art of Developing Leaders
Results will come through the efforts of
other leaders
The power of duplication
Leaders have strengths in various areas
The vision must be big enough for many
leaders
Recognition is the most valuable motivator
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Launching A Leadership Revolution
60. Science of Developing Leaders
Compel other leaders to get team results
Become a talent scout
Empower other leaders
Learn to mentor
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62. Talent Scout
Character Are smart
Influence Are tough
Positive attitude Are self-reliant
Excellent people skills Have a record of
achievement
Evident gifts
Love to win
Proven track record
Activity
Confidence
Respect
Self-discipline
Connected relationship
Effective communicator
Attitude
Rebel – discontent with
the status quo Relate-ability
What’s the bottom line? 62
Launching A Leadership Revolution
64. Level 4 Leader Must
Set the example Allows struggle to instruct
Ask questions Encourages the protégé
Builds the relationship Spreads contagious
Affirms the protégé enthusiasm
Builds the belief Teaches the philosophy
Builds the vision Imparts his thinking
(common sense)
Kills the fear
Course corrects and
Gives confidence confronts the issues
Keeps the protégé in Gets the protégé to take
action responsibility
Reframes the protégé’s Holds the protégé
challenges accountable
Challenges the protégé
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Launching A Leadership Revolution
65. Lord Horatio Nelson
- “A Band of Brothers”
Historical Example of Level 4 Leader
Battle of the Nile, Defeating Napoleon
– Napoleon’s 1st Defeat
“Without developing other leaders, one is
limited to the performance of followers.”
Empowerment is crucial
Subordinate Leaders must have freedom to
succeed in their own right with their own
choices.
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Launching A Leadership Revolution
66. Developing Developers of Leaders
Developing
Developers
of Leaders
Developing
Leaders
Leading
Performing
Learning
Foundational
Qualities
Pinnacle of Leadership
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Launching A Leadership Revolution
67. The Art of Level 5
Results will come through the endurance
and succession of the vision
The vision and the leader are intertwined
– Martin Luther King, Jr. – “I have a Dream”
“If a man hasn’t found something he is
willing to die for, he isn’t fit to live.”
~ MLK
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Launching A Leadership Revolution
68. The Science of Level 5
…
Almost everything has become art
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Launching A Leadership Revolution
69. Attracting Leaders to the Cause
Highest Caliber
By definition – Level 4 Leaders
Attracted by inner calling to a compelling
vision
Potential of eclipsing your personal glory
Consensus will rarely be present
Level 5 Leaders refuse to micro-lead
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70. Apostle Paul
- “Influence of Inestimable Value”
Historical Example of Level 5 Leader
Wrote Letters and while traveling taught,
instructed, rebuked, counseled, and coached.
Shared Vision & Cause
Largest Movements
Outlasted Generations
Pinnacle of Leadership
Very Rare
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71. Summary
What a leader is
What a leader brings
What a leader does
How a leader grows personally
How a leader grows in influence – 5 levels
– Learning
– Performing
– Leading
– Developing leaders
– Developing leaders who develop leaders
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72. Figure it out for yourself, my lad,
You've all that the greatest of men have had,
Two arms, two hands, two legs, two eyes,
And a brain to use if you would be wise.
With this equipment they all began,
So start for the top and say "I can."
Look them over, the wise and great,
They take their food from a common plate
And similar knives and forks they use,
With similar laces they tie their shoes,
The world considers them brave and smart.
But you've all they had when they made their start.
You can triumph and come to skill,
You can be great if only you will,
You're well equipped for what fight you choose,
You have legs and arms and a brain to use,
And the man who has risen, great deeds to do
Began his life with no more than you.
You are the handicap you must face,
You are the one who must choose your place,
You must say where you want to go.
How much you will study the truth to know,
God has equipped you for life, But He
Lets you decide what you want to be.
Courage must come from the soul within,
The man must furnish the will to win,
So figure it out for yourself, my lad,
You were born with all that the great have had,
With your equipment they all began.
Get hold of yourself, and say: "I can." 72
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