Presenter: Emma-Ruth Arnaz-Pemberton - Director of Consulting Services, Wellingtone
Presentation: Resilience has been one of the buzzwords of 2020 and 2021. During this engaging presentation, Emma-Ruth will provide an insight into building individual and team resilience to get your PMO Supercharged for the future.
To attend the next FuturePMO conference, please visit www.FuturePMO.com
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Leadership moments for principla meeting june 2011martin hughes
This document discusses managing change in schools. It argues that change requires influencing people's minds by empowering and motivating "influencers", who make up 15% of the population. Influencers need support to shape the learning environment. For changes to happen, leaders need to answer "Can I do it?" by empowering others and "Will it be worth it?" by motivating them. Motivation is pivotal for change. Emotion is the ultimate resource, so leaders must create positive emotions to enable transition and harness people's resourcefulness.
The document discusses challenges with application security from different perspectives. It notes discrepancies between how security controls are thought to be implemented versus reality, and how different groups see each other. Two key issues that lead to these problems are identified as the lack of communication, which creates a vacuum, and an imbalance between the desired results of security initiatives and the effort required to achieve them. The document recommends addressing these issues by improving communication between groups, ensuring initiatives are realistic given available resources, and maintaining continuous analysis and policy adjustments.
This document contains slides from a presentation on supervisory skills and goal setting. It discusses setting standards for learning environments, writing a learning contract, understanding expectations as a supervisor, setting SMART goals, identifying key performance indicators, motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and using the AIDA model to motivate action. The presentation provides guidance to supervisors on task management, performance measurement, and energizing their teams.
An interesting talk about finding your leadership blind spots with a coach, developing effective communication skills regardless of experience level, and creating a great employee experience.
The document discusses collaborating across disciplines like data science, behavioral science, design, and product management. It provides examples of how machine learning and behavioral insights are used in products to personalize experiences. It advocates bringing these fields together to design using a transdisciplinary approach, with an emphasis on testing hypotheses, designing experiments collaboratively, and defining problems jointly. The document outlines principles for collaborating across teams and designing with human behaviors and limitations in mind.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Leadership moments for principla meeting june 2011martin hughes
This document discusses managing change in schools. It argues that change requires influencing people's minds by empowering and motivating "influencers", who make up 15% of the population. Influencers need support to shape the learning environment. For changes to happen, leaders need to answer "Can I do it?" by empowering others and "Will it be worth it?" by motivating them. Motivation is pivotal for change. Emotion is the ultimate resource, so leaders must create positive emotions to enable transition and harness people's resourcefulness.
The document discusses challenges with application security from different perspectives. It notes discrepancies between how security controls are thought to be implemented versus reality, and how different groups see each other. Two key issues that lead to these problems are identified as the lack of communication, which creates a vacuum, and an imbalance between the desired results of security initiatives and the effort required to achieve them. The document recommends addressing these issues by improving communication between groups, ensuring initiatives are realistic given available resources, and maintaining continuous analysis and policy adjustments.
This document contains slides from a presentation on supervisory skills and goal setting. It discusses setting standards for learning environments, writing a learning contract, understanding expectations as a supervisor, setting SMART goals, identifying key performance indicators, motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory, and using the AIDA model to motivate action. The presentation provides guidance to supervisors on task management, performance measurement, and energizing their teams.
An interesting talk about finding your leadership blind spots with a coach, developing effective communication skills regardless of experience level, and creating a great employee experience.
The document discusses collaborating across disciplines like data science, behavioral science, design, and product management. It provides examples of how machine learning and behavioral insights are used in products to personalize experiences. It advocates bringing these fields together to design using a transdisciplinary approach, with an emphasis on testing hypotheses, designing experiments collaboratively, and defining problems jointly. The document outlines principles for collaborating across teams and designing with human behaviors and limitations in mind.
The document discusses creating inspirational schools and learning environments for students. It includes sections on gathering input from teachers about their current challenges and successes, establishing a shared vision for the future of the school, and generating actions to achieve that vision. Sample topics of discussion include developing a "manifesto" to guide the school's principles, sharing ideas and getting feedback, and leveraging various tools and resources to support teaching and learning. The overall aim is to turn visions into reality by empowering teachers and optimizing each student's potential.
Your future is not whatever will be will be. You have to think of the life you would like to have, what success means to you and design the future you want to create for yourself. This will help you focus on what actions you need to achieve your goals.
Having a clearly defined future and goals will also help you to:
- improve your academic or work performance
- increase your motivation to achieve
- boost your pride and satisfaction
- enhance your self-confidence
- raise your enthusiasm in life
This document summarizes BJ Fogg's Behavior Model, which explains that behavior (B) is a function of motivation (M), ability (A), and a trigger (T). Fogg suggests that for behavior change to occur, one needs motivation, ability to perform the behavior, and a trigger. The document further explains the three factors of motivation, six factors of ability, and three types of triggers according to Fogg's model.
The document summarizes the findings of a survey on communication tools and work-life balance conducted one year after an initial 2012 survey. It found that while mobile communication has grown, desk phones remain the most commonly used workplace tool. Many workers feel undervalued and stressed. Improving communication, offering flexible work policies, and making workers feel appreciated could help increase satisfaction and retention.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Hacking EQ - The Fundamentals of Emotional IntelligenceJoe Dunn
Notes on the foundations of Emotional Intelligence, and examples of several "EQ Hacks" - to emotions, to thoughts and to the body that lead to growing EQ.
The document outlines the key differences between presenters, trainers, and facilitators, with presenters focusing on sharing information, trainers on enhancing learning, and facilitators on managing group decision making processes. It also provides tips for public speaking such as practicing presentations, using body language and eye contact effectively, and structuring presentations with an introduction, body, and conclusion.
Real leaders don't do power point how to sell yourself and your ideasShubham Chaudhary
Prologue: Why Leaders Aren’t Like Other People 1
PART ONE: A GREAT PERSON
PART TWO: A NOTEWORTHY EVENT
PART T HREE: A COMPELLING MESSAGE
PART FOUR: A MASTERFUL DELIVERY
A presentation made by Ann Pilkington to the APM South East branch and People SIG on 6th February 2014, in Swanley near Kent.
Ann has kindly provided some notes with her slides.
The document discusses the LEGO Serious Play (LSP) methodology, which uses LEGO bricks to facilitate meetings, problem solving, and communication. LSP draws on concepts from constructionism, metaphors, storytelling, and play. By constructing 3D models with their hands, participants are able to tap into different ways of thinking and see issues from new perspectives. The methodology works best for complex problems without obvious solutions, allowing all employee ideas and perspectives to be considered. LSP has been successfully used by LEGO and other companies to develop strategies and make efficient decisions.
1) The document discusses techniques for improving creativity and innovation in companies, such as restating problems, considering different perspectives, and challenging assumptions.
2) It suggests that conscious thinking only utilizes 4-15% of brain power and provides tips for accessing more creative states of mind like alpha waves through exercise and changing environments.
3) Various creativity techniques are presented, including restating problems, considering what competitors might do, assumption smashing, the five whys method, and reversing problems to find opportunities.
This document discusses reflection and what it means. Reflection is defined as a systematic method of thinking about thinking and past events and future plans. It is not the same as simply thinking, recalling, remembering, or reminiscing. Reflection involves critically examining an event or experience, such as a critical incident, and considering how you felt during the experience and what factors influenced your feelings. The document provides examples of reflection exercises and discusses the skills employers value in graduates, such as interpersonal skills, teamwork, communication, and adaptability.
If you want to know where you are going to stand in the coming future, then ask yourself what efforts are you putting in today to accomplish the set targets tomorrow. The career opportunity you are looking will come to you when you opt for the most suitable career skills today.
Engineering entrance exams require extensive preparation. Students should set clear goals based on their abilities and work ethic. It is important to study basics and concepts thoroughly through textbooks or coaching institutes. While hard work is necessary, students must also develop smart study habits like time management and avoiding distractions. Preparing in groups allows for discussion of problems and makes learning more comprehensive. Parents can provide crucial emotional support during the challenging preparation period. Students should identify and focus on improving weaknesses while also strengthening strengths to perform well in exams with confidence and positive attitude.
FocusU Book Review: Why cant we get anything done around hereFocusU Engage
An interesting book with an interesting title - something that many of us would have asked at some point of our lives, either at home or at work!
The Book by Jerome T Loeb and Robert Eugene Lefton shares an interesting and handy model for us to use at times such as this.
The document discusses strategies for cooperative learning in classroom settings. It provides examples of different activities and tools that teachers can use to promote positive interdependence, individual accountability, group monitoring, and equal participation among students. These include think-pair-share activities, round robin discussions, debate formats, and reflection questions to help students apply what they learned.
LSP is a methodology developed by the LEGO Company to facilitate meetings and problem solving using LEGO bricks. Participants construct models to represent ideas and concepts, using the bricks as metaphors to more easily discuss characteristics. This allows for more participation from all members compared to traditional meetings where a minority dominates discussion. LSP incorporates constructionism, metaphors, storytelling and play to unleash creativity and new ways of thinking. It is effective for complex challenges or strategic planning where there are no clear answers.
why do people start with the paperwork rather than thinking what matters to young people, what support they need and what do they want as they grow up?
8 stage model - we need to start at 1 and not 8
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
Talent management...creating a climate of achievement and retention 2 13-07Working Resources
This document discusses talent management and creating a climate of achievement and retention. It focuses on assessing organizational emotional intelligence, developing a vision for the future, mastering personal change, and strategies for retaining talented employees. Specific topics covered include the importance of talent, developing emotional intelligence, motivating employees, giving and receiving feedback, and creating an environment where people want to stay. The goal is to help organizations attract, develop, and keep highly skilled workers.
The document discusses creating inspirational schools and learning environments for students. It includes sections on gathering input from teachers about their current challenges and successes, establishing a shared vision for the future of the school, and generating actions to achieve that vision. Sample topics of discussion include developing a "manifesto" to guide the school's principles, sharing ideas and getting feedback, and leveraging various tools and resources to support teaching and learning. The overall aim is to turn visions into reality by empowering teachers and optimizing each student's potential.
Your future is not whatever will be will be. You have to think of the life you would like to have, what success means to you and design the future you want to create for yourself. This will help you focus on what actions you need to achieve your goals.
Having a clearly defined future and goals will also help you to:
- improve your academic or work performance
- increase your motivation to achieve
- boost your pride and satisfaction
- enhance your self-confidence
- raise your enthusiasm in life
This document summarizes BJ Fogg's Behavior Model, which explains that behavior (B) is a function of motivation (M), ability (A), and a trigger (T). Fogg suggests that for behavior change to occur, one needs motivation, ability to perform the behavior, and a trigger. The document further explains the three factors of motivation, six factors of ability, and three types of triggers according to Fogg's model.
The document summarizes the findings of a survey on communication tools and work-life balance conducted one year after an initial 2012 survey. It found that while mobile communication has grown, desk phones remain the most commonly used workplace tool. Many workers feel undervalued and stressed. Improving communication, offering flexible work policies, and making workers feel appreciated could help increase satisfaction and retention.
How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference
Hacking EQ - The Fundamentals of Emotional IntelligenceJoe Dunn
Notes on the foundations of Emotional Intelligence, and examples of several "EQ Hacks" - to emotions, to thoughts and to the body that lead to growing EQ.
The document outlines the key differences between presenters, trainers, and facilitators, with presenters focusing on sharing information, trainers on enhancing learning, and facilitators on managing group decision making processes. It also provides tips for public speaking such as practicing presentations, using body language and eye contact effectively, and structuring presentations with an introduction, body, and conclusion.
Real leaders don't do power point how to sell yourself and your ideasShubham Chaudhary
Prologue: Why Leaders Aren’t Like Other People 1
PART ONE: A GREAT PERSON
PART TWO: A NOTEWORTHY EVENT
PART T HREE: A COMPELLING MESSAGE
PART FOUR: A MASTERFUL DELIVERY
A presentation made by Ann Pilkington to the APM South East branch and People SIG on 6th February 2014, in Swanley near Kent.
Ann has kindly provided some notes with her slides.
The document discusses the LEGO Serious Play (LSP) methodology, which uses LEGO bricks to facilitate meetings, problem solving, and communication. LSP draws on concepts from constructionism, metaphors, storytelling, and play. By constructing 3D models with their hands, participants are able to tap into different ways of thinking and see issues from new perspectives. The methodology works best for complex problems without obvious solutions, allowing all employee ideas and perspectives to be considered. LSP has been successfully used by LEGO and other companies to develop strategies and make efficient decisions.
1) The document discusses techniques for improving creativity and innovation in companies, such as restating problems, considering different perspectives, and challenging assumptions.
2) It suggests that conscious thinking only utilizes 4-15% of brain power and provides tips for accessing more creative states of mind like alpha waves through exercise and changing environments.
3) Various creativity techniques are presented, including restating problems, considering what competitors might do, assumption smashing, the five whys method, and reversing problems to find opportunities.
This document discusses reflection and what it means. Reflection is defined as a systematic method of thinking about thinking and past events and future plans. It is not the same as simply thinking, recalling, remembering, or reminiscing. Reflection involves critically examining an event or experience, such as a critical incident, and considering how you felt during the experience and what factors influenced your feelings. The document provides examples of reflection exercises and discusses the skills employers value in graduates, such as interpersonal skills, teamwork, communication, and adaptability.
If you want to know where you are going to stand in the coming future, then ask yourself what efforts are you putting in today to accomplish the set targets tomorrow. The career opportunity you are looking will come to you when you opt for the most suitable career skills today.
Engineering entrance exams require extensive preparation. Students should set clear goals based on their abilities and work ethic. It is important to study basics and concepts thoroughly through textbooks or coaching institutes. While hard work is necessary, students must also develop smart study habits like time management and avoiding distractions. Preparing in groups allows for discussion of problems and makes learning more comprehensive. Parents can provide crucial emotional support during the challenging preparation period. Students should identify and focus on improving weaknesses while also strengthening strengths to perform well in exams with confidence and positive attitude.
FocusU Book Review: Why cant we get anything done around hereFocusU Engage
An interesting book with an interesting title - something that many of us would have asked at some point of our lives, either at home or at work!
The Book by Jerome T Loeb and Robert Eugene Lefton shares an interesting and handy model for us to use at times such as this.
The document discusses strategies for cooperative learning in classroom settings. It provides examples of different activities and tools that teachers can use to promote positive interdependence, individual accountability, group monitoring, and equal participation among students. These include think-pair-share activities, round robin discussions, debate formats, and reflection questions to help students apply what they learned.
LSP is a methodology developed by the LEGO Company to facilitate meetings and problem solving using LEGO bricks. Participants construct models to represent ideas and concepts, using the bricks as metaphors to more easily discuss characteristics. This allows for more participation from all members compared to traditional meetings where a minority dominates discussion. LSP incorporates constructionism, metaphors, storytelling and play to unleash creativity and new ways of thinking. It is effective for complex challenges or strategic planning where there are no clear answers.
why do people start with the paperwork rather than thinking what matters to young people, what support they need and what do they want as they grow up?
8 stage model - we need to start at 1 and not 8
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
Talent management...creating a climate of achievement and retention 2 13-07Working Resources
This document discusses talent management and creating a climate of achievement and retention. It focuses on assessing organizational emotional intelligence, developing a vision for the future, mastering personal change, and strategies for retaining talented employees. Specific topics covered include the importance of talent, developing emotional intelligence, motivating employees, giving and receiving feedback, and creating an environment where people want to stay. The goal is to help organizations attract, develop, and keep highly skilled workers.
Discover the Power of Cultural Integration: How to Integrate Culturally Diver...Drake International
The webinar will cover how culture impacts communication and business decisions. It will discuss Hofstede's five dimensions of culture, including power distance, individualism vs collectivism, masculinity index, uncertainty avoidance, and long-term orientation. Tips for integrating culturally diverse employees include not making assumptions, providing mentors, understanding differences, training new employees, and conducting diversity training for managers.
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
In this program, you’ll learn about the top 5 soft skills that are most predictive of employee, leadership and organizational success in today’s highly complex and rapidly changing environment. You’ll also gain quick tips to help jump-start your development efforts for each soft skill.
www.bizlibrary.com
Live Long and Prosper: CEP Leadership Skills Learned from Nerd FictionAndrea Huck-Esposito
Sci-fi and fantasy fiction have always been a way for authors to explore familiar concepts in unfamiliar ways. Join our panel, which includes Joseph Purdy of Solium, John Hammond of Bendystraw and Ben Needham of Mindbody, for a unique look at what our favorite characters can teach us about leadership within the world and practices of equity compensation. Channel your inner Jedi or join the crew of the Starship Enterprise as we navigate our way through Middle Earth and see examples of different leadership styles, results and other considerations for effective leadership as a CEP in today’s business environment.
The document provides guidance on how to motivate students and maintain one's own passion for their work by teaching students effective learning strategies. It argues that by helping students believe in their potential and achieve academic success through the use of strategies, their advisor's passion and motivation will be reinvigorated when witnessing student success. Various learning strategies are presented and it is suggested sharing these with students can transform their pathways and outlook.
The document provides an overview of the Living Smart program, which aims to empower participants to improve sustainability in their homes and communities. It discusses the partnership between organizations that developed the program. The 7-week course uses guest speakers, discussions, and coaching to provide sustainability tools and create a supportive learning environment.
iDesignX 2017: Learner Engagement vs Learning Experience - Scenarios in eLear...Dr. Melissa A. Bordogna
These are the slides from the iDesignX 2017 conference held in Brisbane, Australia on Thursday 23, February. The mini masterclass was entitled: Engagement & Scenarios in eLearning Design
* Learner Engagement vs Learning Experience
* The Social Science of Motivation: a snapshot
* Elements of Effective Scenarios
* Food for Thought: Examples to Spur Creativity
Engaging The Unengaged Leadership Of Change Swnmelbourn02
The document discusses engaging the unengaged through leading cultural change in schools. It notes that deep cultural change is not solely the responsibility of headteachers, and others have roles to play as well. It discusses reasons why people may resist or support change. It outlines eight steps for successfully leading change according to John Kotter. The document then provides an example of a first initiative at a new school to provide more effective support to struggling students through curriculum changes and blocking certain subjects. It discusses implementing the changes and getting staff buy-in, celebrating short term wins, and plans to develop the model further.
This document summarizes feedback from Warwickshire school leaders on what is good about leadership in their schools and the biggest challenges they face. Some key strengths identified include flexibility, caring environments, networking opportunities, and commitment to students. Big challenges mentioned are developing leadership succession plans, balancing various initiatives with limited resources, and meeting the complex needs of students. The document discusses what support from the local authority could help strengthen leadership capacity, such as coaching, funding for leadership training, and clear strategic direction.
This document discusses managing complex change in instructional program planning. It introduces a model that views meaningful change as having five critical elements: vision, skills, incentives, resources, and action plans. If any of these elements are lacking or unclear, it can lead to confusion, anxiety, resistance, and frustration during implementation. The presentation provides examples of how to develop each element and discusses balancing priorities and resources. It emphasizes the importance of having a clear and shared vision to guide change efforts.
This document summarizes a leadership workshop focused on leading learning. It includes discussions around actions participants have taken to advocate for student-centered learning and support colleagues. The workshop explores attributes and opportunities of leading learning, connecting research on leadership and teaching to school culture. It discusses 10 truths of leadership from Kouzes and Posner, including that the best leaders are learners. Participants are asked to reflect on applying the learning, setting goals, and discussing progress at future sessions. Key words from the discussion are shared.
This document discusses soft skills and their importance for employee and career success. It provides definitions and background on key soft skills: emotional intelligence, learning agility, collaboration, critical thinking, and accountability. Some key points made include: soft skills contribute significantly to long-term career success and economic growth; developing soft skills such as emotional intelligence can be very challenging for employers; and soft skills like learning agility, collaboration, and accountability are increasingly important for workplace performance and can be learned. Common traits of successful people are also outlined, such as goal-setting, responsibility, learning from mistakes, and relationship-building.
Seizing the Agenda | Unleashing the curriculum designer in us all (Secondary)Wholeeducation
The document discusses curriculum innovation and the spectrum of innovation from incremental to radical changes. It explores factors that influence the adoption of innovations including relative advantage, compatibility, complexity, trialability, and observability. Business leaders argue that education must better prepare students for life after school and support the development of skills, character, and attitudes needed to progress. Teachers recognize the need for paradigm shifts in education to focus more on student abilities than age and help students find their passions. Overhauling the current system to make these changes will require overcoming barriers of tradition and bureaucracy.
On January 31, 2012, Dr. Lisa Leith from School Improvement Network presented a webinar examining the social, emotional and academic profile of the struggling student. She also explored the potential that integration of Common Core Standards offers for meeting the needs of the whole child, for empowering students to drive their own learning pathways, to increase motivation and relevance and to refocus students and teachers on success beyond school.
To download the presentation, or to see the archive of past webinars, visit:
http://www.schoolimprovement.com/pd360-free-pd/webinars/
A coach would listen carefully to understand Sara's goals and current situation without judgment. The coach would ask questions to help Sara explore options for skills development and next steps. An advocate would enthusiastically champion Sara and her abilities, looking to connect her to opportunities and amplify her voice. While an advocate provides support, a coach's objective guidance focusing on Sara's complete perspective and development may be preferred in this scenario.
Child Care Central
Course Syllabus
Course Title: Basics in Childcare
Trainer: Christine Wright
Hours/Weeks – 2 hours per week / 4 weeks
Course Policies:
Participation
In order to ensure that optimal learning is occurring, quality participation is required for this
course. It is expected for each participant to articulate quality feedback to each assignment
given reflective of the material presented and his/her work experience. It is also required for
each response to contain at least two experiences or examples that are relative to the readings
and videos. Responses to the questions or activities should be respectful, thought-provoking
and display critical thinking, as well as, read smoothly with correct grammar and punctuation.
All assignments and applications must be completed within the time given.
Preview/Review
In each online course, as in our face-to-face trainings, you will be required to complete a
preview and review assessment. These assessments are a test of the trainer’s ability to provide
effective instruction. The preview should be completed first, then proceed to all the other
materials in the course. The review should be completed after all the course requirements
have been finished and submitted.
Grading
The grading system is a simple completion check. If you successfully completed the
assignments, you will receive 100%. If you did not complete or provided an incomplete
assignment, you will receive a “0” until the assignment is completed. Please be advised that
you may work at your own pace; but you must complete the assignments within the given
dates. Participation grades will be given following the completion of all assignments or
activities.
Training Evaluations
The last requirement for every course is a Course Evaluation. You are provided three questions
to complete on Survey Monkey explaining briefly your assessment of the material provided and
how you will apply it.
Training Certificates
Upon successful completion of the course, please contact the facilitator and you will receive a
training certificate within 3-5 business days.
Training Requirements:
Week Possible Activity Types Description
1 Quiz Complete the preview
assessment.
1 Reading Educational articles
1 Viewing Educational videos
1 Listening Instructional Power Points
1 Focus Activities, Projects,
Reflections or Applications
Quality feedback that is
reflective of the material
presented and work
experience
1 Participation Prompt, provides examples or
experiences, quality feedback
given, responses display
critical thinking and
articulated well
1 Game Applying presented concepts
Week Possible Activity Types Description
2 Reading Educational articles
2 Viewing Educational videos
2 Listening Instructional Power Points
2 Focus Activities, Projects,
Reflections or Applications
Quality feedback that is
reflective of the material
presented an ...
I HAVE ATTACH AN SAMPLE Identify a possible topic that you plan.docxdelciegreeks
I HAVE ATTACH AN SAMPLE
Identify a possible topic that you plan to write on for your academic essay and explain briefly why you have chosen this focus. This is a preliminary idea so you may end up changing your focus based on feedback from your classmates, but starting to plan for your Assignment can help you manage your time in the next few weeks. Generate a list of changes in your field of study. Select the one change you think is most relevant to write about and that you know something about. Then, post a preliminary thesis for that topic, applying what you learned about strong thesis statements along with an informal outline that identifies at least two to three supporting details. Remember that the more detailed your outline is, the stronger your plan for success in the academic essay will be. Include an open-ended question about any issue your initial post raises which your classmates can help you with.
RESPOND TO STUDENTS POST
KIM POST
The main information is loyalty between you and your staff. Your business will never be successful if there is no loyalty. You also must make your staff aware that mistakes happen and that the business will not fail if you learn from the mistakes and make better decisions. This is part of the fundamental characteristics of a leader. Managers need to stay focused and alert and one way they can do that is to have a reaction to change instead of anticipating it. Warren Buffett’s leadership style was very successful, and it made all employees believe in themselves. This review has some great resources and helpful information from Warren Buffett. After reading this review it has left me wanting to know more of Warren Buffett’s helpful information.
CORY POST
When I first started to think about managers and leaders I assumed that these roles were always separate and dealt with different aspects. At first managers were seen as those who managed their time and resources for short term goals, while also looking ahead for future needs without truly leading anyone, and that leaders focused on one goal leading those around them to achieve a common goal but without worrying about the resources it would take, or how much time and effort would be needed. Since reading this article:
The Differences Between Management and Leadership
, I have started to realize that both roles have similar paths although not completely, and yet each one needs the other to help themselves thrive. Good managers should strive to be good leaders and good leaders, need management skills to be effective (Wajdi, 2017). Now not all managers and leaders can attain the skills of the other and end up only ever being a leader or a manager, however, by honing your skills one can be a leader with proper management skills for future problems, and management can learn to become leaders and help strive their company for greatness with their co-workers. It is not easy, and not everyone can see the path that it will take to achieve and at ...
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In today’s fast-paced and ever-changing business landscape, organisations are increasingly turning to Agile methodologies to enhance their project delivery capabilities. Agile offers flexibility, adaptability, and customer-centricity, but ensuring the successful delivery of Agile projects requires a unique set of strategies and practices.
This session will uncover what is unique about assurance of Agile Delivery, and come find out why to assure, what to assure, when and how. Trust us, Agile delivery needs assurance, too!
This was presented by Marisa Silva, Senior Consultant from
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FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
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FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
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We will explore why research shows 70% of businesses fail to realise the benefit forecasts aligned to their change portfolios, identify the common challenges businesses face when developing a value-focused culture and solutions to address them and, finally, what the future of benefits management could look like. At the end of this keynote, you will have a broader understanding of the root causes that hinder your realisation capability. You will be better equipped with practical solutions to increase value delivery and receive insight into what’s coming next.
This was presented by Joel Bellshaw, Senior Portfolio Analyst from Admiral Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
Lessons learned in building PMOs over the past 20 years in different industries, including health care, financial services, insurance, software, etc. To be successful, you have to build PMOs that can reinvent themselves as businesses change so fast along with the environment in which they operate. We need to look at the People, Process, and Technology lessons learned and how continuous change made the PMOs relevant and valuable to the organization. This will mean they stay relevant in the changing digital environment and need faster delivery and change
The talk will call on examples of how to develop people in the PMO and how skills have changed over time, along with the process development in delivering projects using different methodologies and how to have tools to support all of this.
This was presented by Chris Cashell, Global Head of Change from Apex Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
The Humans and PMO - Wellingtone | FuturePMO 2023Wellingtone
Exploration is the name of the game, with this engaging presentation opening the door to the human side that PMOs often forget to focus on—introducing concepts from other industries that are part and parcel of the Wellingtone PMO Academy, such as Customer Experience Management to get you back to your PMO inspired with a new mindset, and unique vision, and an updated journey to take you farther into the PMO galaxy.
This was presented by Emma-Ruth Arnaz-Pemberton, Director of Consulting Services from Wellingtone at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023Wellingtone
James Parker discusses the journey of developing a PMO at Encirc Glass Container Manufacturing over the past 12 months. Key areas of focus included education, training and building capability among project managers, establishing templates and tools for project management, and developing governance. This was done through a phased approach, starting with building a community of practice and providing foundational training. Challenges included adapting the PMO approach to local needs and overcoming skepticism. Communication of early successes and a focus on change management and sponsorship were emphasized. The next steps include further defining roles and responsibilities and expanding competencies across the organization.
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023Wellingtone
As our industry changes, so must our ways of working. This presentation will introduce you to the new PRINCE2TM 7 and explain how the changes apply to you, your delivery teams, and your PMO to prepare you for the future of project management.
This was presented by John Edmonds, Senior PPM Architect from PeopleCert at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Continuous Learning From Space - Magnox | FuturePMO 2023Wellingtone
During this engaging presentation, Louise outlined the journey of the IT PMO at Magnox, exploring the opportunities and challenges of embedding PMO and PPM practices into a developing Digital and IT Function, she highlighted the need to have visible mission control and standards whilst still aligning with company standards, whilst building and maintaining senior executive sponsorship and project team engagement.
This was presented by Louise Allcock, PMO Leader from Magnox at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...Wellingtone
Doctors Without Borders (Médecins Sans Frontières - MSF) provides medical assistance to people worldwide affected by conflict, epidemics, disasters, or exclusion from healthcare. Working with tight financial constraints in emergency and crisis contexts and areas lacking basic infrastructure and accessibility, our teams constantly deal with complex and extreme environments. MSF’s Amsterdam office has a dedicated PMO with a stable core team of experienced PMs. Managing projects in unusual contexts, the PMs draw upon shared best practices and their own flexibility - finding what works in which context and effectively becoming the architects of their own methodology. Building up this community of committed and passionate PMs to drive organisational change is the new frontier for MSF PMO.
This was presented by Roberta Borgognoni, Project Manager from
Médecins Sans Frontières (MSF) at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
The Future of Learning - International Institute of Learning | FuturePMO 202...Wellingtone
The training and development sector has changed dramatically in the past five years primarily due to new learning technology and customer demand. This session examined the latest trends in L&D and will cover some of the more popular models. The session also looks at how people learn, which can help select training delivery methods.
The session will cover the following:
• Blended learning – improving the effectiveness of learning interventions – new thinking on how to maximise the benefits
• How to use 70-20-10 - a classic formula for blending formal learning with work activities and coaching
• The concept of ‘flipped learning’, how modern organisations drive more value from the learning activities
• Scaffolding and other techniques to develop learner performance
• The Socratic method and Wiederhold’s Matrix – developing learner critical thinking via questioning and helping them to self-improve through reflection
• Coaching and mentoring
This was presented by Sue Croft - Consultant and Trainer from the International Institute of Learning at FuturePMO 2023, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...Wellingtone
In late 2019, Durham University’s central PMO was established to help support the delivery of an ambitious new strategy.
This session shared insights and lessons learned from Durham’s PMO journey, including why and how the PMO was introduced and the challenges that have been navigated.
The session also focused on the approach and tactics the team has employed to build strong foundations to underpin the successful delivery of change and increase P3M maturity across the organisation.
This was presented by Suze Clarke - Senior PMO Manager from Durham University at FuturePMO 2023, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
This document discusses developing project management maturity. It identifies typical business challenges such as limited risk management and lack of visibility. Project, program, and portfolio management also face challenges around resource forecasting, training, and establishing a consistent way of working. The document outlines a 5-level maturity model and key drivers to improve maturity like establishing a methodology, developing a PMO, using technology, and providing training. It analyzes survey results on maturity characteristics, processes, technology use, the PMO, and the future PMO. The goal is to understand true project performance and focus on developing maturity.
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...Wellingtone
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdfWellingtone
The document provides an overview of a presentation on future portfolio management and Power PPM. It discusses using objectives and key results (OKRs) for strategy execution, and demonstrates Power PPM, a Microsoft Power Platform-based portfolio management solution. The presentation aims to help companies achieve their goals through innovative project, portfolio, and resource management tools.
AI – Implications for Project Professionals - Wellingtone | FuturePMO 2022.pdfWellingtone
Katrina Collins has over 20 years of experience in project management across diverse industries. She holds a Master's in Project Management and is both PMP and PgMP certified. Currently the Head of PMO at Cornmarket Group Financial Services, she is also an advocate for the project management profession. In this presentation, she discusses how artificial intelligence will impact project management by taking over traditional functions like data collection and tracking by 2030. However, AI also presents opportunities to reduce administrative work and make better decisions if the profession guides its development and implementation. Both opportunities and challenges for project managers exist as roles adapt to incorporate new technologies.
Five lessons from implementing a project delivery framework - Wellingtone | F...Wellingtone
The document discusses five lessons learned from implementing a new project delivery framework. It describes challenges faced with new types of projects, people, and lack of repeatability in processes. A framework was created with stages of opportunity, planning, delivery, and close with stage gates, documentation, and tools. The five key lessons are: have a plan, don't try to change the world, put customer needs first, talk about implementation, and think beyond just project launch.
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...Wellingtone
The National Trust is a large UK conservation charity that manages over 780 miles of coastline, 250,000 hectares of land, and 500 historic structures. It delivers around £300 million per year of projects through over 250 project managers and 1,000 concurrent projects. The Project and Programme Management Office (PPMO) supports these efforts with a small team that sets standards, provides advice, and helps develop capabilities across the organization. Some of the PPMO's biggest challenges include its small size relative to the large portfolio, responding to climate change and COVID impacts, and the geographic spread of projects. The PPMO is evolving to meet new demands through practices like grouped project boards and ensuring its tools and skills remain relevant.
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdfWellingtone
Matt Warren is currently Head of PMO at Capita PLC. He has experience implementing PMOs in both the private and public sectors. While there are differences, such as skills/experience of staff and focus on users vs profits, there are also commonalities around challenges demonstrating value. Both sectors can learn from each other - the public sector can focus more on efficiencies from the private sector, while the private sector can professionalize staff like the public sector. The key challenges for PMOs are the same regardless of sector.
The Future of Learning - Wellingtone | FuturePMO 2022.pdfWellingtone
Karin Maule discusses the future of learning and the role of the Project Management Office (PMO). Learning must be strategic, personalized, and develop well-rounded project management skills. The PMO is well-positioned to own the learning plan, ensure return on investment, and enable learning transfer. The future of learning will be quick, on-demand, relevant, immediately applicable, and drive strategic objectives. The PMO can act as the "spider in the web" to map learning needs, paths, and measure impact.
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdfWellingtone
Emma-Ruth Arnaz-Pemberton discusses overcoming self-defeating beliefs and rules that hold people back from being their best selves. She identifies common self-defeating rules proposed by psychologist Albert Ellis, such as needing everyone's approval or avoiding mistakes. Arnaz-Pemberton encourages reflecting on how these rules may have impacted one's journey and taking responsibility to start building new, less self-defeating rules. She emphasizes the power of choice and offers practical tips for project professionals, such as identifying what one is waiting for, doing research, taking steps outside one's comfort zone, learning, building skills, finding a mentor, and letting go of imposter syndrome.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
2. #FuturePMO
Emma-Ruth Arnaz-Pemberton
Director of Consulting Services,
Wellingtone
Founder PMO Academy
Sustainability and CSR Lead
Axelos P3M3 Assessor
Fellow APM
Chair APM PMO SIG
PMI UK Board Member
IPMA AEIPRO Partner
NLP Master Practitioner
Mindfulness Practitioner
Cognitive Behavioural Therapist
@PMONinjas
3. #FuturePMO
Let’s explore…
Resilience in 2021
Resilience: Playing hard to get
Resilience: Across teams
Becoming resilient
Practical tips
#FuturePMO
4. #FuturePMO
Resilience in 2021
‘The capacity to recover quickly from difficulties; toughness. The ability of a substance or
object to spring back into shape; elasticity.’
Oxford Dictionary
There is a single word that sums up 2020 and does encapsulate, in a
deeper sense, the shared experience of billions of people this year.
That word is resilience.
Arianna Huffington, CEO
6. #FuturePMO
Resilience in
2021
New Challenges:
• Balancing work with other
responsibilities such as home schooling
and caring for relatives
• Difficulties in adapting to remote working
• Important meetings and phone calls
being cancelled for COVID-related
reasons
• Challenges of communicating with
colleagues and stakeholders
#FuturePMO
7. #FuturePMO
Resilience in 2021
The word resilience has the ring of hope, optimism and
rebirth. Resilience holds more openness to future growth
and possibilities.
When we can no longer change a situation, we are
challenged to change ourselves .
Viktor Fankl
9. #FuturePMO
Resilience:
Playing Hard
to Get
• Predetermined paths
• Comfort zones and tribes
• Science versus wisdom
• Resilient individuals; born not
made?
#FuturePMO
11/5/2021 9
16. #FuturePMO
Resilience as an individual is
learned from within
Resilience as a team is
learned together
#FuturePMO
11/5/2021 16
17. #FuturePMO
Thank You
Take some time to reflect on your
journey
Identify areas in your life or team
where resilience is needed
Use the practical tips to begin your
resilience building
Emma-Ruth Arnaz-Pemberton
Emma.arnaz-Pemberton@wellingtone.co.u
Wellingtone.co.uk ¦ Wellingtone.es
PMONinjas
#FuturePMO
Editor's Notes
Without resilience we fail to grow. Following the year we have had, this is the time to start to build skills such as resilience to support the ‘new normal’ whatever that looks like.
So today we will explore the state of resilience in 2021, and understand why it is sometimes so hard to find.
We will discover some focus areas on becoming resilient, and uncover some practical tips that can help you to do so both as an individual and as a team.
8 out of 10 say the pandemic has been and continues to be a source of stress
60% say that the issues currently faced are overwhelming
So alongside the challenges we are all used to facing, there are new things to consider which is causing people cause for concern:
Balancing work with other responsibilities such as home schooling and caring for relatives, or new pets!– cited by 31 per cent of respondents
Difficulties in adapting to remote working – cited by 30 per cent of respondents
Important meetings and phone calls being cancelled for COVID-related reasons – cited by 30 per cent of respondents
Challenges of communicating with colleagues and stakeholders – cited by 29 per cent of respondents
Lets think about the most popular words from the last 18 months. Lockdown ad pandemic. Don’t they fall flat, reflect negativity, and focus towards a dead end? Some say even the limits of human compassion.
It isn’t about being 100% positive 100% of the time, but paying attention to how some of these words make us and our teams feel.
The last years have been witness to a huge degree of unprecedented situations, leading to something called psychic numbing.
Psychic numbing is a tendency for individuals or societies to withdraw attention from past experiences that were traumatic, and therefore from future threats. Effectively we tactfully ignore risks despite our previous experiences.
How many people do you know who forgot about the danger facing them and their loved ones as soon as the UK started to re-open?
But it has been a different experience for everyone.
When something senseless happens that our minds can’t explain or justify or control, we encoutner a fork in our road, a moment of choice.
One fork leads us into despair, cynicism, maybe raging at the universe, or even how meaningless life is and continue down that path to the dark side.
Or we can choose the other fork: starting the journey to finding deeper meaning in even the most senseless of events. You can let loss and pain be the catalyst that relieves you of whatever you don’t need, which in turn can take you to the core of who you are.
This doesn’t apply just to our personal life but also in our professional world.
Ever perceived a lack of control or autonomy? Did someone take your desk away? Its super emotive for most, how did you react to it?
The key is that we always have choices even when we think we don't. And although we cant control everything, we can control how we respond to a situation.
This statement is something we hear all the time, but I can hear you all asking “Emma you make that sound easy, but why is it so hard?”
Stand up! Don’t worry you don’t need to touch anyone!
Find a partner and spread out
Introduce yourselves
PMO Practitioners who have been on our classroom course, play along don’t cheat!
Study each other for a second
Get Back to back
Change 2 things about yourself
Turn back around
Notice what's different
Now back to back again
Change one more thing
Notice what's different this time
Sit down if you took something away
Stay standing if you added something during either of those sessions
When our minds hear CHANGE
We automatically think “you’re going to take something away from me”
Control, autonomy, desk space, whatever
We automatically go to the negative
Which is why its important to take a second and respond rather than react.
A 9 second pause is the difference between a reaction and a response.
Let me ask you: When was the last time you reacted when later you felt you should have responded?
Now we now how our brains work… even though we are change agents in our organisations.
Resilience often appears to be playing hard to get, no matter how much we want to make the right choice, we find it impossible to start. A number of factors can play into resilience appearing hard to find.
Firstly, the belief that our paths are predetermined can affect our resilience. ‘Im rubbish at maths’ versus, if I tried I could be more accomplished at maths can be the truth we tell ourselves that limit our ability to be resilient.
Consider: do you have faith in a higher power (a God, the Force, something else)?
Does blind faith allow us to stay the course when things get tough? Does it make us more comfortable in tough times because of the greater plan that we know is already written?
The belief of Predetermination in life can be powerful. As can the belief that we are masters of our own destiny, create our own luck.
Next, how often do we stay in our comfort zone? During our PMO Practitioner and Leader courses we spend some time understanding how we learn, and how some are more able to step outside of their comfort zone than others.
But often we are enabled!
Our tribes often encourage us to stay in there and not step out because it is safe, even though we all know that to grow is to be brave and step outside of our comfort zones into the unknown. Because we learn by example, we find ourselves not brave enough because change is scary?
But what if its not? What if those negative thoughts can help us to see a clearer way?
How many changes has your organisation been through these last 18 months that turned out to be positive? At Wellingtone, we now have a brand new online learning suite, a whole new vertical that we can use to spread our message, training, and innovations far and wide; such as our most recently accredited courses, short lessons, and fully self learning opportunities.
Also in our quest to find resilience its important to acknowledge that during this pandemic we have seen the rise of science versus wisdom.
Most of us believe that our experience gives us the wisdom to be able to deduce a right answer – regardless of the science or even proven facts. We believe we know better, which can negatively impact our experience, our choices and even our relationships.
One top tip for dealing with opposing views between colleagues, friends, and acquaintances – ask this question before getting into a debate/argument “how much evidence is it going to take to change their mind.” If the answer is no amount. Walk away from that argument.
How many times should you have stepped back from a debate?
And that was a nice segway into the fact that some career people seem to be born with pit-bull determination. They are less affected by stressful situations and are naturally more resilient to change. Others appear more vulnerable to everyday career and personal pressures.
Neither is right or wrong, and regardless of where you fall on that particular spectrum, it is possible to cultivate individual resilience.
And what about our teams?
The concept of groupthink often comes into play during times of stress. The idea that a group perceived power rule without consequence and make decisions based only on their own view of the world.
How resilient we are as individuals is often affected and influenced by the resilience of our groups (or tribes). In the work economy, if our workplace has managed to stay resilient throughout this pandemic, then we are more likely as individuals to act in the same way. Likewise, if our organisation has struggled to adapt, then so have we. Likewise our family situation and experience has the same effect.
PMO teams in particular that do not define themselves as a group often find that individuals have inconsistent views of the vision and goals. This can be driven by factors such as experience and specialism that people have which may impact how they perceive other ways of working, maybe they have limited exposure to the industry, and even seniority within the team can all affect team dynamics and resilience.
We must consider that virtual connection is possible but not the same as building relationships face to face..
We are here today because we missed personal connection. We didn’t try to make FuturePMO virtual because it loses its very ethos to allow us all to learn share and grow together.
However this new world of work can have a significant impact on the collective resilience of a team.
When was the last time you spoke to each of your colleagues? It has maybe been weeks?
Consider that everyone experiences virtual working differently, maybe they need a check in now and again, or maybe they could support us when we feel less motivated.
Also our day to day roles, particularly in PMO teams can vary greatly and this can lead to a disconnection between team members and should be considered when attempting to develop resilience in the team.
This is such an important point a real dark art, so much so that we include the topic in our PMO Leader course, focused on the bits of PMO that are known to be difficult to do.
So how do we become resilient?
As children, we develop beliefs about ourselves and the world, and these beliefs become the lens through which we view life. We’re constantly on the lookout for evidence to support our beliefs, which means that we’re always looking for information to validate that what we believe is true.
Remember “Im rubbish at maths” means that maybe I subconsciously find problems to prove that to myself”
Some of these beliefs are limiting.
Our limiting beliefs shape everything that we do. They prevent us from seeing opportunities and they discourage us from going on to achieve the things we want in life. We can start to identify these beliefs by listening to what we are telling ourselves.
For example, when our internal dialogue is something like, ‘I just have to accept my lot in life’ or ‘Ill never be good enough’ we limit how far we can go, and our level of resilience.
Once we identify what these beliefs are, we can then recognise that we have a choice as to whether we will continue to accept them in our lives.
My step son sometimes talks and mentions his limiting beliefs. “Tell your brain a different story” is my advice when I hear him.
Maybe when it comes to you sitting here now, it’s time to tell yourself a different story.
Identifying and finding your sense of purpose can be a great way to find resiliency. A sense of purpose gives us an opportunity to truly believe in what we are attempting through life. And if we believe we are doing the right thing, it can hold us up when times get tough.
Networks are more important now than ever. As we have become digitally connected, over connected, we are also craving human interaction and find ourselves disconnected in many ways. So finding and growing your professional and personal network will enable us to become more resilient thanks to the support they provide. Today is a perfect example of that so make sure you stick around for drinks later.
Accepting ourselves with all our flaws, again professionally and personally is a sure fire way to find resilience. If there are flaws we want to fix, then use some of the practical tips coming up to help you uncover your resilience, and hold onto it. Its better to show up imperfect than not show up at all.
And lastly, being optimistic is not about having a plethora of quotes to share with people (although I have lots if you need them). It is about an individuals mindset, how they respond to challenges as well as opportunities.
Remember that although we can choose our response we often don’t. Instead we allow ourselves to be driven and guided by our limiting beliefs.
Consider Maslow’s hierarchy of needs, and what characteristics Self-actualized People that you know have:
i. Embrace the Unknown & the Ambiguous.
ii. They Accept Themselves, Together With All Their Flaws.
iii. They Prioritise and Enjoy The Journey, Not Just the Destination.
iv. Inherently Unconventional, Yet Do Not Seek to Shock or Disturb those around them.
v. They are Motivated By Growth, And are happy to play the long game not needing instant gratification
vi. They Live With a Sense Of Direction and Purpose.
vii. They are Not Troubled By Small or Irrelevant Things. They may still react, but they move past quickly
viii. They are Grateful For What They Have and Where They Are in Life.
ix. Share Deep Relationships With a Few, But also Identify with (and Have Concern Towards) the Human Race in general.
x. Self-actualized People are Humble and strive to Resist Enculturation.
Self actualised people are not perfect that have their bad days too, they react when they should respond, and they need support as well.
So how do we get closer to being self-actualised?
Problem solving and critical thinking skills can help us to identify and deal with our limiting beliefs. They do this by providing a sense check opportunity rather than an emotional or unconscious response every time.
They help us to ask ourselves the questions that will enable us to tell ourselves that different story.
One of the growth areas during 2020 has been personal and professional learning. I mentioned our brand new Wellingtone online Academy.
Taking the time to learn something new (not necessarily work related) is a great way to challenge our limiting beliefs, the things we tell ourselves we cant do, and accepting that we wont be brilliant at it on day 1.
Finding accountability through goals and your network provide focus and enable resilience to grow. Deciding to do something, ticking off a list each day, telling and sharing with the people we interact with can all help us to develop more resilience.
Like running on your own versus running with a partner. If you are accountable to someone else, you are more likely to keep going.
Your physical health is important. Don’t underestimate the power of feeling better (not necessarily great), but better than you did yesterday.
And lastly. Stop. Relax, find the positive (there is usually one), and do some self care. Taking care of others is of no use if you don’t take care of yourself – airplanes tell us to put our own masks on before helping someone else.
Lets look at what our teams can do.
First we need to understand the PMO hierarchy of needs shows the progression that takes PMOs from a nugget of a concept to bring more discipline to change activity, through to a fit for purpose value adding business partner that supports the organisation in all its project, programme, and portfolio activities.
And like Maslow’s hierarchy of needs, it provides a perspective on how the PMO priorities develop as it becomes more ‘mature’; more capable across the services it provides that are perceived as valuable by the PMO Customers.
Business Problem or Opportunity needs are the reason why PMOs exist and can manifest as projects, programmes, and activity that requires oversight.
Value Perception needs provide the safety of the position of PMO and usually appear in the form of active sponsorship and championing of the PMO and its objectives at the senior level.
Partnership needs drive the PMO to be an effective and respected business partner and can include supporting the strategy development of the organisation, and representation across the organisational functions.
Maturity needs enable the PMO to continually improve on the value they generate for the organisation and is often a mapped-out journey with practical steps to achieving each level over a period of time.
Innovation needs realise the full potential of the PMO through targeted transformation, sustaining the core whilst fostering innovation and progress to achieve recognition from both the organisation and (sometimes) the industry.
How do we make PMOs more resilient?
Accept we don’t own all the good ideas, so collaboration within and outside the team is always the first step.
Those of you that have seen my webinars over the last year will recognise that now is the time to review our PMO services, our PPM practice and do so in a pragmatic way. If we have survived without every touchpoint of governance, maybe we need to adopt minimum viable bureaucracy.
Take the time to define the journey of the PMO (or whatever team) so that everyone is on the same page, and consider how accessible you are. Project management should NOT be an exclusive club.
Get together with the team often, take some Agile principles and start a stand up meeting each day, or have a non-work social hour every now and again. Lastly. You work hard so play hard, do something fun!
All these things can help to bring resilience to the whole team. Meaning that personally everyone has a support structure so we win twice!
Resilience is one of the key words for 2021 and 2022.
I hope you have found this session insightful and it has made you reflect on your own level of resilience. Have you found it already or are you still looking for it?
If you have in fact found it in this uncertain world, maybe help someone else to find theirs.
It would be great to hear about your resilience journey, so keep the conversation going with your team, your tribe or with Welllingtone using our DrPMO clinic and networks.
Thank you for listening.