The day after you retire, who are you? No status, no
job title, no easy answer to the question “What do you
do?” It’s a sudden seismic shift and brings new risks
and vulnerabilities to your life.
This is as true for those looking forward to the next stage, as much as for those who dread it. And for most of us, both are true; we all know friends who have retired well, but others who have not.
But retirement shouldn’t be an ending or even a cliff edge. It should be an open door – one you can walk through with confidence and pride.
Our retirement programme runs over a period of 12 – 18 months providing a positive platform to discuss and manage retirement. The programme will enable both you and your business to flourish rather than flounder through the retirement process.
The day after you retire, who are you? No status, no
job title, no easy answer to the question “What do you
do?” It’s a sudden seismic shift and brings new risks
and vulnerabilities to your life.
This is as true for those looking forward to the next stage, as much as for those who dread it. And for most of us, both are true; we all know friends who have retired well, but others who have not.
But retirement shouldn’t be an ending or even a cliff edge. It should be an open door – one you can walk through with confidence and pride.
Our retirement programme runs over a period of 12 – 18 months providing a positive platform to discuss and manage retirement. The programme will enable both you and your business to flourish rather than flounder through the retirement process.
Webinar: New Features in CloudTest & TouchTestSOASTA
- Improved Continuous Testing as part of your CI (Continuous Integration) process so poor performing code never makes it into production
- Faster time to testing with easier test recording in Chrome
Reuse of existing UI Automation tests in your TouchTest Android mobile tests
- New flexible licensing, supporting unlimited number of devices
Entendemos por convivencia la potencialidad que tienen las personas para vivir con otras en un marco de respeto mutuo y de solidaridad recíproca. La Convivencia Escolar se genera en la interrelación entre los diferentes miembros de la Comunidad Educativa de un establecimiento educacional que tiene incidencia significativa en el desarrollo ético, socio-afectivo e intelectual de las y los estudiantes. Esta concepción no se limita sólo a la relación entre las personas, sino que incluye las formas de interacción entre los diferentes estamentos que conforman la Comunidad Educativa, por lo que constituye una construcción colectiva y es responsabilidad de todos quienes participan del proceso educativo. (Mineduc)
La Ley sobre Violencia Escolar entiende la buena convivencia escolar como la coexistencia pacífica de los miembros de la comunidad educativa, que supone una interrelación positiva entre ellos y permite el adecuado cumplimiento de los objetivos educativos en un clima que propicia el desarrollo integral de los estudiantes.
La convivencia escolar se trata de la construcción de un modo de relación entre las personas de una comunidad, sustentada en el respeto mutuo y en la solidaridad recíproca, expresada en la interrelación armoniosa y sin violencia entre los diferentes actores y estamentos de la Comunidad Educativa. (Mineduc)
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docxwillcoxjanay
Creative Property of The Vision Council
The Blake and Mouton Managerial Grid
Leadership Self-Assessment Questionnaire
Below is a list of statements about leadership behavior. Read each one carefully, then, using the
following scale, decide the extent to which it applies to you. For best
results answer as
truthfully as possible.
never sometimes always
0 1 2 3 4 5
___3____
I encourage my team to participate when it comes decision
making time and I try to implement their ideas and suggestions.
___4____ Nothing is more important than accomplishing a goal or task.
___5____ I closely monitor the schedule to ensure a task or project will be completed in time.
____4___ I enjoy coaching people on new tasks and procedures.
__4___ The more challenging a task is, the more I enjoy it.
___3____ I encourage my employees to be creative about their job.
___5____ When seeing a complex task through to completion, I ensure that every detail is accounted for.
____3___ I find it easy to carry out several complicated tasks at the same time.
___2____ I enjoy reading articles, books, and journals about training, leadership, and psychology; and
then putting what I have read into action.
____3___ When correcting mistakes, I do not worry about jeopardizing relationships.
___5____ I manage my time very efficiently.
____3___ I enjoy explaining the intricacies and details of a complex task or project to my employees.
___3____ Breaking large projects into small manageable tasks is second nature to me.
___5____ Nothing is more important than building a great team.
___3____ I enjoy analyzing problems.
____5___ I honor other people's boundaries.
____2___ Counseling my employees to improve their performance or behavior is second nature to me.
____2___ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
Creative Property of The Vision Council
Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:
People
Question
1.______
4
.______
6
.______
9
.______
10
.______
12
.______
14
.______
16
.______
17
.______
TOTAL ________
X 0.2 = ________
(Multiply the Total by 0.2 to get
your final score)
Task
Question
2.______
3
.______
5
.______
7
.______
8
.______
11
.______
1
3
.______
15
.______
18
.______
TOTAL ________
X 0.2
________
(Multiply the Total by 0.2 to get
your final score)
Matrix Section
Plot your final scores on the graph below by drawing a horizontal line from the approximate people
score (vertical ax
is) to the right of the matrix, and drawing a vertical line from the approximate task
score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they
intersect. The area of intersection is the leadership dimension that
you operate out of.
Creative Property of The Vision Council
Example
The above sample shows score of 4 in the people
section and a score of 6 in the task
sect.
Webinar: New Features in CloudTest & TouchTestSOASTA
- Improved Continuous Testing as part of your CI (Continuous Integration) process so poor performing code never makes it into production
- Faster time to testing with easier test recording in Chrome
Reuse of existing UI Automation tests in your TouchTest Android mobile tests
- New flexible licensing, supporting unlimited number of devices
Entendemos por convivencia la potencialidad que tienen las personas para vivir con otras en un marco de respeto mutuo y de solidaridad recíproca. La Convivencia Escolar se genera en la interrelación entre los diferentes miembros de la Comunidad Educativa de un establecimiento educacional que tiene incidencia significativa en el desarrollo ético, socio-afectivo e intelectual de las y los estudiantes. Esta concepción no se limita sólo a la relación entre las personas, sino que incluye las formas de interacción entre los diferentes estamentos que conforman la Comunidad Educativa, por lo que constituye una construcción colectiva y es responsabilidad de todos quienes participan del proceso educativo. (Mineduc)
La Ley sobre Violencia Escolar entiende la buena convivencia escolar como la coexistencia pacífica de los miembros de la comunidad educativa, que supone una interrelación positiva entre ellos y permite el adecuado cumplimiento de los objetivos educativos en un clima que propicia el desarrollo integral de los estudiantes.
La convivencia escolar se trata de la construcción de un modo de relación entre las personas de una comunidad, sustentada en el respeto mutuo y en la solidaridad recíproca, expresada en la interrelación armoniosa y sin violencia entre los diferentes actores y estamentos de la Comunidad Educativa. (Mineduc)
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docxwillcoxjanay
Creative Property of The Vision Council
The Blake and Mouton Managerial Grid
Leadership Self-Assessment Questionnaire
Below is a list of statements about leadership behavior. Read each one carefully, then, using the
following scale, decide the extent to which it applies to you. For best
results answer as
truthfully as possible.
never sometimes always
0 1 2 3 4 5
___3____
I encourage my team to participate when it comes decision
making time and I try to implement their ideas and suggestions.
___4____ Nothing is more important than accomplishing a goal or task.
___5____ I closely monitor the schedule to ensure a task or project will be completed in time.
____4___ I enjoy coaching people on new tasks and procedures.
__4___ The more challenging a task is, the more I enjoy it.
___3____ I encourage my employees to be creative about their job.
___5____ When seeing a complex task through to completion, I ensure that every detail is accounted for.
____3___ I find it easy to carry out several complicated tasks at the same time.
___2____ I enjoy reading articles, books, and journals about training, leadership, and psychology; and
then putting what I have read into action.
____3___ When correcting mistakes, I do not worry about jeopardizing relationships.
___5____ I manage my time very efficiently.
____3___ I enjoy explaining the intricacies and details of a complex task or project to my employees.
___3____ Breaking large projects into small manageable tasks is second nature to me.
___5____ Nothing is more important than building a great team.
___3____ I enjoy analyzing problems.
____5___ I honor other people's boundaries.
____2___ Counseling my employees to improve their performance or behavior is second nature to me.
____2___ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
Creative Property of The Vision Council
Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:
People
Question
1.______
4
.______
6
.______
9
.______
10
.______
12
.______
14
.______
16
.______
17
.______
TOTAL ________
X 0.2 = ________
(Multiply the Total by 0.2 to get
your final score)
Task
Question
2.______
3
.______
5
.______
7
.______
8
.______
11
.______
1
3
.______
15
.______
18
.______
TOTAL ________
X 0.2
________
(Multiply the Total by 0.2 to get
your final score)
Matrix Section
Plot your final scores on the graph below by drawing a horizontal line from the approximate people
score (vertical ax
is) to the right of the matrix, and drawing a vertical line from the approximate task
score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they
intersect. The area of intersection is the leadership dimension that
you operate out of.
Creative Property of The Vision Council
Example
The above sample shows score of 4 in the people
section and a score of 6 in the task
sect.
In the fitness industry, the most important asset is the right
people. When you find them, you then need to keep them.
This session will share tools to develop your Team into a
High Performance Team and then give you the strategies
to coach them to maintain that level. The message will be
simple and effective to ensure you can start moving your
team into the High Performance arena!
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
1. Datc Name PositionlTitle Reviewer Comments - Attach separate sheet if
neceS$ary
1t28t12 Paul Grabowski Service Technician Dan Julian
Dimensions
0
Less Than
Required
{
Meets
Requirement
2
Exceeds
tequirement
3
Greatly
Exceeds
Raquirement
Scoru
Accountability
and
Execution
Does not meet deadlines.
0ver promiseo.
Makes assump{ons.
Not dependable.
Misses goals, objectives and
deadlines regularly.
Accepts responsibitity in all
aspects of job function.
Meets deadlines.
Dependable.
Regularly meets goals,
objectives and deadlines
with accuracy.
Goal oriented.
$eeks responsibility.
Takes advantage of every
opportunityto impmve.
Always hits and occasionally
exceeds expectations.
A change agent.
Makes thingr happen.
Sees the big picture.
Volunteers beyondjob
description.
Frequently exceeds
expectations - lMns awards.
Considered "go to' person
when oerfection is required.
ilo xr x2 []3
Cuetomer
Focus
Attitude and work does not
reflect the customer is the
focus of everything we do'.
Treats cu$tomers as well a6
prospects.
$erves customers as quickly
as potsibie.
When wrong makes it right.
Fully meets cu$tomers'
expectations for qualrty and
regularly exceads them.
Goes the extra mile.
Knows customers' well and
anticipate$ needs in seMng
them.
Dwelops relatioaships with
customers.
Asks "one finoef questions.
lo xr Ez ts
Leadership
of Teams
Lacks initiaflve and setf
motivation.
Lacks respect of others.
Respected by others.
Effective leadership
qualitiea.
Can loverage abilities of
others to comolete tasks.
Great team leader.
Delivers resulb.
Excellent track record of
leading cross-functional
tsams.
Frequently gets the tough
projecis.
Tenacity to see project to
completion.
Ouktandino motivator.
ilo Xr nz trs
Teamwork
Lacks cooperative spirit.
Faits to votunteer.
Does lot cornmunicate well
with others.
0ffers assistance, shares
knowledge & experlence.
Treats others with respect
Communicates effectivety.
Coooerates w/ suoeMsor.
Volunteers to serve on
Contin uou s lnrprovement
Committees.
Con$idered by p6ers to be a
'leader' whose opinions and
advice are solicited. flo Xr ilz tre
Continuous
$elf-
lmprovemsnt
L'las not road a book nor
taken a class to promote
selfgrowth in the past year,
Close minded - resents
feedback.
Takes responsibility for own
professional growth.
Open to feedback.
Takes advantage of alt
relevant training and
educational opportunities
available.
Takes calculated ri$l(s and
learnE torn mistakeE.
Embraces change and
challenges to grow
orofe*sionallv.
tro ilt Xe ils
Productivity
Cannot keep up whh
workload or peers.
Ooss not meat gtandards fsr
position.
Wastes time.
Demonstrates effi cient work
prac'tices throu gh knowledge
of products.
Work is accurate.
Utilizes tatest technoloov.
Share$ l(nowledge and
experience with others by
teaching, co9ching and
mentorlng others to enhance
their productivity.
Is an oxpert in capacity.
Continually provides
additional value to
customers.
ls innovative and creative.
t]o Elr Ke ils
![Datc Name PositionlTitle Reviewer Comments - Attach separate sheet if
neceS$ary
1t28t12 Paul Grabowski Service Technician Dan Julian
Dimensions
0
Less Than
Required
{
Meets
Requirement
2
Exceeds
tequirement
3
Greatly
Exceeds
Raquirement
Scoru
Accountability
and
Execution
Does not meet deadlines.
0ver promiseo.
Makes assump{ons.
Not dependable.
Misses goals, objectives and
deadlines regularly.
Accepts responsibitity in all
aspects of job function.
Meets deadlines.
Dependable.
Regularly meets goals,
objectives and deadlines
with accuracy.
Goal oriented.
$eeks responsibility.
Takes advantage of every
opportunityto impmve.
Always hits and occasionally
exceeds expectations.
A change agent.
Makes thingr happen.
Sees the big picture.
Volunteers beyondjob
description.
Frequently exceeds
expectations - lMns awards.
Considered "go to' person
when oerfection is required.
ilo xr x2 []3
Cuetomer
Focus
Attitude and work does not
reflect the customer is the
focus of everything we do'.
Treats cu$tomers as well a6
prospects.
$erves customers as quickly
as potsibie.
When wrong makes it right.
Fully meets cu$tomers'
expectations for qualrty and
regularly exceads them.
Goes the extra mile.
Knows customers' well and
anticipate$ needs in seMng
them.
Dwelops relatioaships with
customers.
Asks "one finoef questions.
lo xr Ez ts
Leadership
of Teams
Lacks initiaflve and setf
motivation.
Lacks respect of others.
Respected by others.
Effective leadership
qualitiea.
Can loverage abilities of
others to comolete tasks.
Great team leader.
Delivers resulb.
Excellent track record of
leading cross-functional
tsams.
Frequently gets the tough
projecis.
Tenacity to see project to
completion.
Ouktandino motivator.
ilo Xr nz trs
Teamwork
Lacks cooperative spirit.
Faits to votunteer.
Does lot cornmunicate well
with others.
0ffers assistance, shares
knowledge & experlence.
Treats others with respect
Communicates effectivety.
Coooerates w/ suoeMsor.
Volunteers to serve on
Contin uou s lnrprovement
Committees.
Con$idered by p6ers to be a
'leader' whose opinions and
advice are solicited. flo Xr ilz tre
Continuous
$elf-
lmprovemsnt
L'las not road a book nor
taken a class to promote
selfgrowth in the past year,
Close minded - resents
feedback.
Takes responsibility for own
professional growth.
Open to feedback.
Takes advantage of alt
relevant training and
educational opportunities
available.
Takes calculated ri$l(s and
learnE torn mistakeE.
Embraces change and
challenges to grow
orofe*sionallv.
tro ilt Xe ils
Productivity
Cannot keep up whh
workload or peers.
Ooss not meat gtandards fsr
position.
Wastes time.
Demonstrates effi cient work
prac'tices throu gh knowledge
of products.
Work is accurate.
Utilizes tatest technoloov.
Share$ l(nowledge and
experience with others by
teaching, co9ching and
mentorlng others to enhance
their productivity.
Is an oxpert in capacity.
Continually provides
additional value to
customers.
ls innovative and creative.
t]o Elr Ke ils](https://image.slidesharecdn.com/dbe2f41d-1da7-4ea0-a634-3d14a1edb620-150506091249-conversion-gate01/85/review-1-2012-1-320.jpg)
