Roman Humeniuk: Формула ненасильницької комунікації та інші техніки для якісного зворотнього зв'язку (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
This course was developed to assist Supervisors, Quality Staff or additional Leadership in delivering effective feedback sessions to staff. Deck also includes a list of do's and don'ts, as well as proven communication methods.
This document discusses elements of effective leadership and engaging employees. It recommends leaders walk the talk by demonstrating respect and appreciation for employees, communicate frequently using positive feedback, empower employees by asking open-ended questions, and continuously improve performance through management plans. Specific techniques are described, like writing down qualities admired in employees or using questions to address negative situations. The objectives are to review leadership best practices and have participants commit to adopting a new technique.
This document provides an overview of personal development and related topics. It discusses the importance of personal development as a lifelong process to assess skills, set goals, and maximize potential. Key points include:
- Personal development benefits the individual, their academics, social skills, and professional career.
- Effective goal setting involves writing goals down, making them visible, breaking them down into steps, developing a plan, and keeping perspective when challenges arise.
- Impression management is the process of controlling information to influence how others perceive you, through techniques like suppressing emotions and conforming to social norms.
- Communication skills like active listening, effective questioning, giving and receiving feedback, and assertive communication are important for personal
The document discusses giving feedback in the workplace. It notes that while feedback should be continuous, managers are often not formally trained to provide effective feedback. It outlines what feedback is not, such as personal attacks, one-sided conversations, or only focusing on weaknesses. The document recommends understanding the relationship with the employee, sharing observations of their behavior, clearly communicating the results or impact, and defining the preferred behavior. It emphasizes focusing on observed behaviors, not the person. Finally, it highlights that lack of feedback can lead to disengaged employees and better outcomes result from frequent, well-delivered feedback with practice.
This course was developed to assist Supervisors, Quality Staff or additional Leadership in delivering effective feedback sessions to staff. Deck also includes a list of do's and don'ts, as well as proven communication methods.
This document discusses elements of effective leadership and engaging employees. It recommends leaders walk the talk by demonstrating respect and appreciation for employees, communicate frequently using positive feedback, empower employees by asking open-ended questions, and continuously improve performance through management plans. Specific techniques are described, like writing down qualities admired in employees or using questions to address negative situations. The objectives are to review leadership best practices and have participants commit to adopting a new technique.
This document provides an overview of personal development and related topics. It discusses the importance of personal development as a lifelong process to assess skills, set goals, and maximize potential. Key points include:
- Personal development benefits the individual, their academics, social skills, and professional career.
- Effective goal setting involves writing goals down, making them visible, breaking them down into steps, developing a plan, and keeping perspective when challenges arise.
- Impression management is the process of controlling information to influence how others perceive you, through techniques like suppressing emotions and conforming to social norms.
- Communication skills like active listening, effective questioning, giving and receiving feedback, and assertive communication are important for personal
The document discusses giving feedback in the workplace. It notes that while feedback should be continuous, managers are often not formally trained to provide effective feedback. It outlines what feedback is not, such as personal attacks, one-sided conversations, or only focusing on weaknesses. The document recommends understanding the relationship with the employee, sharing observations of their behavior, clearly communicating the results or impact, and defining the preferred behavior. It emphasizes focusing on observed behaviors, not the person. Finally, it highlights that lack of feedback can lead to disengaged employees and better outcomes result from frequent, well-delivered feedback with practice.
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
Akshat Goyal's T&D Program on KNOW YOUR SELF - THROUGH SELF AWARENESS & REGUL...Akshat Goyal
This two-day training program aims to help employees improve self-awareness and self-regulation through emotional intelligence. Day one includes introductory exercises, discussions about the importance of emotional intelligence, and group activities to experience different emotions. Day two focuses on increasing self-awareness through developing emotional vocabulary, saying no to temptations, and taking self-awareness tests. The goal is to help employees understand themselves better and foster self-regulation in the workplace.
The document discusses the concept of motivation. It defines motivation as the psychological force that drives organisms to act towards a desired goal. It notes that motivation has three aspects: the driving state, the aroused behavior, and the goal of the behavior. The document outlines several theories of motivation, including drive theories, need-based theories, Maslow's hierarchy of needs theory, incentive theories, and Herzberg's two-factor theory. It also discusses the importance of emotional intelligence, outlining its five main elements: self-awareness, self-regulation, motivation, empathy, and social skills. For each element, it provides strategies for improving those skills.
Some of the most important data we can receive from others consists of feedback related to our behaviour. Such feedback can provide learning opportunities for each of us if we use the reactions of others as a mirror for observing the consequences of our behaviour.
This document discusses improving personal effectiveness in a corporate environment. It covers various temperament types and how to make the most of one's temperament. It also discusses effective communication, emotional intelligence, time management, managing stress, workplace etiquette, and developing emotional skills. The overall message is that personal effectiveness starts from within by knowing oneself and one's strengths, building relationships, and following through on commitments.
Most people dread performance appraisals. This lesson is an introduction to the process in hopes of making your appraisal sessions useful and productive.
This document discusses attitude, including its meaning as a way of thinking or feeling, types (positive, negative, neutral), components (cognitive, affective, behavioral), measures (explicit, implicit), barriers to changing attitude (prior commitment, insufficient information, resistance to change), and ways to change attitude (admit need for change, choose optimism, use positive language, surround yourself with positive people, use daily affirmations).
The document discusses the importance of maintaining a positive attitude in the workplace. It provides tips for building a positive work attitude such as focusing on positive things, avoiding negative people, and regularly assessing one's own attitude. It also discusses how attitude, thinking, and behavior are connected, and offers strategies for changing each one in a positive direction through acceptance of responsibility, control, observation, and choosing helpful responses. Maintaining a positive attitude comes from within and influences one's external environment.
The document discusses the importance of interpersonal skills in the modern workplace. It notes that today's work requires strong networking abilities as family structures change, coworkers rotate frequently, and hierarchies flatten. Developing interpersonal skills like communication, empathy, self-awareness, and conflict management is essential for effective teamwork and career success. The document provides tips for improving skills like assertive communication, active listening, and resolving conflicts constructively.
The document provides tips to improve emotional intelligence (EQ) in 5 areas: self-awareness, self-management, social awareness, relationship management, and validation. It discusses strategies like self-reflection, managing self-talk, observing social interactions without judgment, and giving constructive feedback. The document emphasizes that developing EQ takes honesty, patience, and small adjustments over time, as emotions can be contagious positively or negatively within teams. Resources for further learning include books on communication, empathy, and emotional intelligence.
This document provides guidance on delivering effective feedback in 3 sentences or less:
The document defines feedback as helpful information or criticism given to improve performance and outlines key components of effective feedback, including asking permission, being specific, kind, empathetic, and timely. It also recommends using a feedback equation of observing a behavior, describing its impact, and asking a question to make feedback actionable. The overall message is that feedback should be a two-way dialogue to understand different perspectives and help the recipient improve.
Coaching Skills - Developing People Through Better FeedbackHanno Jarvet
After the session the participants are better able to:
• Manage their employees differently based on their individual personalities, level of work experience and confidence.
• Increase retention through improved communication and feedback with individual employees.
• Achieve better results with their team through improved coaching and feedback skills.
The document provides an overview of effective communication skills, including listening, assertiveness, and understanding non-verbal communication and gender differences. It discusses active listening techniques like reflective listening and summarizing. Regarding non-verbal language, it notes that 93% of communication is non-verbal through vocal tones, gestures, eye contact, and body language. The document also presents strategies for assertive communication, such as using a 4-part formula to address issues non-judgmentally while clearly stating one's feelings and preferences. Effective communication is achieved through understanding different perspectives, controlling one's emotions, and always keeping messages brief, confident and positive.
This document provides leadership lessons from Christine Y. Cruzvergara's experience as a leader. It discusses 5 key lessons:
1) Repetition builds reputation - leaders are defined by their daily actions, like how they treat others, more than big accomplishments.
2) Strive to respond, not react - take time to thoughtfully respond to situations rather than immediately reacting, which builds trust.
3) Your people are your most important resource - invest in your team by learning about them and their needs.
4) Hiring is important - take time to find the right fit for open roles rather than settling for less.
5) Authenticity is best - adapt lessons to your own style
Positive feedback is important for organizational success. It allows employees to improve their performance by identifying shortcomings. Feedback should be given regularly and in a positive manner to motivate employees rather than criticize. When delivering feedback, the tone should be positive and make the employee comfortable. Praise should be given sincerely for efforts and achievements. Feedback discussions should focus on work behaviors and finding solutions rather than personal criticism. Maintaining clear, specific communication is important for effective feedback.
This chapter discusses key psychological factors that influence employee behavior, including attitudes, personality, perception, and learning. It describes three components of attitudes - cognitive, affective, and behavioral. Job satisfaction is related to productivity, absenteeism, and turnover. Personality can be classified using models like MBTI or the Big Five traits. Perception and attribution theory influence how people judge others. Learning principles like operant conditioning and social learning can shape behaviors in organizations. Managing generational differences and workplace misbehavior are contemporary issues.
How to break down barriers to give more feedback at workQuynh Nguyen
You are motivated to give more feedback to help your colleagues grow, but you often find yourself not doing it. There seems to be visible barriers that stops you giving feedback. Understand what they are, so you can break through and start growing with the people you value.
These paragraphs are posted from some of my classmates and I need .docxssusera34210
These paragraphs are posted from some of my classmates and I need to answer them. Please do not copy the same words that they have written in these paragraphs use your own words. Thanks!
1- I agree with you in regards to how we feel can ultimately impact the day in either A positive or negative way . Most often times we hear about people who have bad mornings, and swear that the rest of the day is going to be bad. This is not a fact, it is a perception based on how we feel about the day that can change the outcome of the day. I find myself having to check my emotions and reassess my thoughts. I try to control my reaction to situations, and not let that carry on for the full day. I have seen employees who have bad coaching and immediately the deemener changes. It is so important to be aware of our reactions to things. Sometimes leadership does things simply to see how we react almost as a way of determining our ability to cope with difficult situations.
2- Hello Class,
I have to agree with all of you guys. In my past younger years, I have been all of the above, came in already having a bad day and let it be the tone for the rest of the day. I have also been the person who came in having a great day and have the one person who just knows how to ruin everyone's day, steal my joy and turn my perfectly great day into a horrible day. Something I learned from experience and training, is to take the emotion out of it. No matter what message you have to deliver when dealing with employees, you don't get excited, they should not see or feel any attitude or emotions.
3- Job satisfaction to me means I am doing something I enjoy and am happy doing it. If I wake up every morning hating what I am doing and hating having to get up and go into work I will not do a very good job at best I will go through the motions doing just enough to not get fired. I know that is probably pretty low for myself but I can no force myself to enjoy what I do just because I am getting a pay check. I took a good $100 week pay cut giving up the factory job I worked to go into training people in strength and fitness.
4-I believe you answered a lot of your own questions and doubts when you said you got the promotion for a reason. Obviously someone has the belief in you and your abilities or you would not have gotten it. That in it should fill you with confidence going forward and to question these things I think is a natural response that most all of us share. With all that being said as long as your ideas are well thought out and planned you should never be afraid to share them. Good luck in your new job
These paragraphs are posted from some of my classmates and I need to answer
them. Please
do not copy
the same words that they have written in these
paragraphs use your own words.
Thanks!
1
-
I agree with you in regards to how we feel can ultimately
impact the day in either A
positive or negative way . Most often times we hear about people who have bad
mornings ...
Emotional Intelligence Lecture Session for studentsdrjeetasarkar
This document discusses emotional intelligence (EQ) in the workplace. It defines EQ as being aware of and managing one's own emotions and being aware of and understanding others' emotions. EQ is important for effective teamwork and relationships at work. Low EQ can result in blaming others, inability to adapt, and poor communication. EQ involves both emotion and cognition. While EQ develops over time, it can be improved by increasing self-awareness, self-regulation, motivation, empathy, and social skills. The document provides examples of how to develop these skills and handle workplace situations emotionally intelligently.
The document discusses personality development and time management. It defines personality and describes 16 personality types. It also covers factors important for developing personality like perception, learning, rationality, empathy and persistence. The document then discusses time management, describing it as planning, allocating time, setting goals, and prioritizing. It notes that without proper time management, one can experience less productivity and more stress. Transactional analysis is also summarized, explaining ego states of parent, child and adult and how they influence communication styles.
Managing for Success at O&B
Focus on Coaching, approaching difficult situations, conflict management, escalation and tools/ resources to assist your management functions
Akshat Goyal's T&D Program on KNOW YOUR SELF - THROUGH SELF AWARENESS & REGUL...Akshat Goyal
This two-day training program aims to help employees improve self-awareness and self-regulation through emotional intelligence. Day one includes introductory exercises, discussions about the importance of emotional intelligence, and group activities to experience different emotions. Day two focuses on increasing self-awareness through developing emotional vocabulary, saying no to temptations, and taking self-awareness tests. The goal is to help employees understand themselves better and foster self-regulation in the workplace.
The document discusses the concept of motivation. It defines motivation as the psychological force that drives organisms to act towards a desired goal. It notes that motivation has three aspects: the driving state, the aroused behavior, and the goal of the behavior. The document outlines several theories of motivation, including drive theories, need-based theories, Maslow's hierarchy of needs theory, incentive theories, and Herzberg's two-factor theory. It also discusses the importance of emotional intelligence, outlining its five main elements: self-awareness, self-regulation, motivation, empathy, and social skills. For each element, it provides strategies for improving those skills.
Some of the most important data we can receive from others consists of feedback related to our behaviour. Such feedback can provide learning opportunities for each of us if we use the reactions of others as a mirror for observing the consequences of our behaviour.
This document discusses improving personal effectiveness in a corporate environment. It covers various temperament types and how to make the most of one's temperament. It also discusses effective communication, emotional intelligence, time management, managing stress, workplace etiquette, and developing emotional skills. The overall message is that personal effectiveness starts from within by knowing oneself and one's strengths, building relationships, and following through on commitments.
Most people dread performance appraisals. This lesson is an introduction to the process in hopes of making your appraisal sessions useful and productive.
This document discusses attitude, including its meaning as a way of thinking or feeling, types (positive, negative, neutral), components (cognitive, affective, behavioral), measures (explicit, implicit), barriers to changing attitude (prior commitment, insufficient information, resistance to change), and ways to change attitude (admit need for change, choose optimism, use positive language, surround yourself with positive people, use daily affirmations).
The document discusses the importance of maintaining a positive attitude in the workplace. It provides tips for building a positive work attitude such as focusing on positive things, avoiding negative people, and regularly assessing one's own attitude. It also discusses how attitude, thinking, and behavior are connected, and offers strategies for changing each one in a positive direction through acceptance of responsibility, control, observation, and choosing helpful responses. Maintaining a positive attitude comes from within and influences one's external environment.
The document discusses the importance of interpersonal skills in the modern workplace. It notes that today's work requires strong networking abilities as family structures change, coworkers rotate frequently, and hierarchies flatten. Developing interpersonal skills like communication, empathy, self-awareness, and conflict management is essential for effective teamwork and career success. The document provides tips for improving skills like assertive communication, active listening, and resolving conflicts constructively.
The document provides tips to improve emotional intelligence (EQ) in 5 areas: self-awareness, self-management, social awareness, relationship management, and validation. It discusses strategies like self-reflection, managing self-talk, observing social interactions without judgment, and giving constructive feedback. The document emphasizes that developing EQ takes honesty, patience, and small adjustments over time, as emotions can be contagious positively or negatively within teams. Resources for further learning include books on communication, empathy, and emotional intelligence.
This document provides guidance on delivering effective feedback in 3 sentences or less:
The document defines feedback as helpful information or criticism given to improve performance and outlines key components of effective feedback, including asking permission, being specific, kind, empathetic, and timely. It also recommends using a feedback equation of observing a behavior, describing its impact, and asking a question to make feedback actionable. The overall message is that feedback should be a two-way dialogue to understand different perspectives and help the recipient improve.
Coaching Skills - Developing People Through Better FeedbackHanno Jarvet
After the session the participants are better able to:
• Manage their employees differently based on their individual personalities, level of work experience and confidence.
• Increase retention through improved communication and feedback with individual employees.
• Achieve better results with their team through improved coaching and feedback skills.
The document provides an overview of effective communication skills, including listening, assertiveness, and understanding non-verbal communication and gender differences. It discusses active listening techniques like reflective listening and summarizing. Regarding non-verbal language, it notes that 93% of communication is non-verbal through vocal tones, gestures, eye contact, and body language. The document also presents strategies for assertive communication, such as using a 4-part formula to address issues non-judgmentally while clearly stating one's feelings and preferences. Effective communication is achieved through understanding different perspectives, controlling one's emotions, and always keeping messages brief, confident and positive.
This document provides leadership lessons from Christine Y. Cruzvergara's experience as a leader. It discusses 5 key lessons:
1) Repetition builds reputation - leaders are defined by their daily actions, like how they treat others, more than big accomplishments.
2) Strive to respond, not react - take time to thoughtfully respond to situations rather than immediately reacting, which builds trust.
3) Your people are your most important resource - invest in your team by learning about them and their needs.
4) Hiring is important - take time to find the right fit for open roles rather than settling for less.
5) Authenticity is best - adapt lessons to your own style
Positive feedback is important for organizational success. It allows employees to improve their performance by identifying shortcomings. Feedback should be given regularly and in a positive manner to motivate employees rather than criticize. When delivering feedback, the tone should be positive and make the employee comfortable. Praise should be given sincerely for efforts and achievements. Feedback discussions should focus on work behaviors and finding solutions rather than personal criticism. Maintaining clear, specific communication is important for effective feedback.
This chapter discusses key psychological factors that influence employee behavior, including attitudes, personality, perception, and learning. It describes three components of attitudes - cognitive, affective, and behavioral. Job satisfaction is related to productivity, absenteeism, and turnover. Personality can be classified using models like MBTI or the Big Five traits. Perception and attribution theory influence how people judge others. Learning principles like operant conditioning and social learning can shape behaviors in organizations. Managing generational differences and workplace misbehavior are contemporary issues.
How to break down barriers to give more feedback at workQuynh Nguyen
You are motivated to give more feedback to help your colleagues grow, but you often find yourself not doing it. There seems to be visible barriers that stops you giving feedback. Understand what they are, so you can break through and start growing with the people you value.
These paragraphs are posted from some of my classmates and I need .docxssusera34210
These paragraphs are posted from some of my classmates and I need to answer them. Please do not copy the same words that they have written in these paragraphs use your own words. Thanks!
1- I agree with you in regards to how we feel can ultimately impact the day in either A positive or negative way . Most often times we hear about people who have bad mornings, and swear that the rest of the day is going to be bad. This is not a fact, it is a perception based on how we feel about the day that can change the outcome of the day. I find myself having to check my emotions and reassess my thoughts. I try to control my reaction to situations, and not let that carry on for the full day. I have seen employees who have bad coaching and immediately the deemener changes. It is so important to be aware of our reactions to things. Sometimes leadership does things simply to see how we react almost as a way of determining our ability to cope with difficult situations.
2- Hello Class,
I have to agree with all of you guys. In my past younger years, I have been all of the above, came in already having a bad day and let it be the tone for the rest of the day. I have also been the person who came in having a great day and have the one person who just knows how to ruin everyone's day, steal my joy and turn my perfectly great day into a horrible day. Something I learned from experience and training, is to take the emotion out of it. No matter what message you have to deliver when dealing with employees, you don't get excited, they should not see or feel any attitude or emotions.
3- Job satisfaction to me means I am doing something I enjoy and am happy doing it. If I wake up every morning hating what I am doing and hating having to get up and go into work I will not do a very good job at best I will go through the motions doing just enough to not get fired. I know that is probably pretty low for myself but I can no force myself to enjoy what I do just because I am getting a pay check. I took a good $100 week pay cut giving up the factory job I worked to go into training people in strength and fitness.
4-I believe you answered a lot of your own questions and doubts when you said you got the promotion for a reason. Obviously someone has the belief in you and your abilities or you would not have gotten it. That in it should fill you with confidence going forward and to question these things I think is a natural response that most all of us share. With all that being said as long as your ideas are well thought out and planned you should never be afraid to share them. Good luck in your new job
These paragraphs are posted from some of my classmates and I need to answer
them. Please
do not copy
the same words that they have written in these
paragraphs use your own words.
Thanks!
1
-
I agree with you in regards to how we feel can ultimately
impact the day in either A
positive or negative way . Most often times we hear about people who have bad
mornings ...
Emotional Intelligence Lecture Session for studentsdrjeetasarkar
This document discusses emotional intelligence (EQ) in the workplace. It defines EQ as being aware of and managing one's own emotions and being aware of and understanding others' emotions. EQ is important for effective teamwork and relationships at work. Low EQ can result in blaming others, inability to adapt, and poor communication. EQ involves both emotion and cognition. While EQ develops over time, it can be improved by increasing self-awareness, self-regulation, motivation, empathy, and social skills. The document provides examples of how to develop these skills and handle workplace situations emotionally intelligently.
The document discusses personality development and time management. It defines personality and describes 16 personality types. It also covers factors important for developing personality like perception, learning, rationality, empathy and persistence. The document then discusses time management, describing it as planning, allocating time, setting goals, and prioritizing. It notes that without proper time management, one can experience less productivity and more stress. Transactional analysis is also summarized, explaining ego states of parent, child and adult and how they influence communication styles.
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2. Feedback is like the broccoli.
It’s not very appetizing and we’d prefer something else if
possible, but deep down we know that ultimately IT’S GOOD
FOR US.
13. “
B.O.F.F.
Outcome
Feelings
Future
Behavior
When applied?
- The employee shows decreased
discipline or a relaxed attitude.
- They exhibit unproductive
behavior towards certain tasks or
behave inappropriately.
- Mistakes are made with
indifference or carelessness.
- Their negative behavior affects
work outcomes and career
advancement within the
organization.
14. Success x2
Learn x1
Change x1
SLC When applied?
● For progress results of the team
● To discuss it from perspective of an
employee and provide a positive
feedback
15. SKS
An abbreviation for what to “stop,” “keep” and “start”
doing. Begin your feedback by addressing the following
questions:
● What should the person stop doing?
● What should the person keep doing?
● What should the person start doing?
16. “You seem to have a
strong emotion around
this”
“I notice you have
gotten quit”
“What are you
thinking right now”
“What is your
reaction about”
"It seems like you feel
the feedback isn't fair,
especially considering
the effort you've been
putting in. I understand
that this could be
frustrating for you."
“What about the
feedback, do you agree
with?”
“What can you do to
address this issues?”
Dealing with feedback reactions
H E A R
Hear Explore Acknowledge Refocus
Express the individual's
reactions in an unbiased
manner, devoid of judgment
Assessing the underlying
reasons behind the reaction
with neutral language
The individual identifies the
truth in the feedback and
considers actionable steps
Acknowledge and validate
the person's expressed
thoughts and feelings
17. ● Feedback is about behavior, not a
personality traits!
● Provided with empathy. Feedback-giver should
understand person’s emotions and feedback
impact on them; manage own emotional state.
● Specific. Feedback describes specific examples
of the employee’s behavior and do not evaluate
or assume motives.
● Timely and Ongoing. Feedback refers to a recent
situation, which can still be easily recalled by the
manager and the employee. Feedback should be
ongoing.
• Balanced. Feedback indicates both strengths and
weaknesses in the employee’s work or behavior.
• Point to Positive Behavior. Feedback offers a
description of the behavior that the manager expects
in the future.
• Developmental dialogue. Feedback is intended to
support the employee’s development. Use coaching
approach to encourage employee to develop new
behavior in a feedback situation.
• Feedback value. Point out what is a value from new
behavior.
• Do not overload. Provide feedback about
one-three messages at a time.
Principles of constructive feedback
19. Marshall Rosenberg - An American
psychologist, mediator, writer, and educator.
Since the early 1960s, he has developed
nonviolent communication - a process of
supporting partnership and conflict resolution
within individuals, relationships, and society.
20. Observation Fact
Emotions
Needs
Request
You came to the meeting 15 minutes later
than agreed
I feel irritated and sad
I need mutual respect and understanding
Please let me know 1 hour in advance if you
are going to be late
NVC Formula
21. Observations
- Evaluation is neutral, neither good nor bad
- All parties agree, there is nothing to argue about
- Perceived by one of the sense organs (see, hear, feel)
This is a dirty cup => This is a cup with coffee residue in it
You are always late =>You arrived late for appointments 3 times
this week
You pay little attention to me => ???
She is constantly on the phone => ???
Don't yell at me! => ???
22. Emotions &
needs
- They exist
- The same for everyone
- Neither good nor bad
- Emotions are signals about needs
- Needs do not conflict with each other, but satisfaction
strategies may conflict
Emotions and feelings are always
the responsibility of the person
who feels them
Any words or actions - about needs
23. Request
Helps the person understand how they can
help you meet your needs
- Сoncrete
- Doable
- Positive wording + intonation
- Not an order - you can refuse
24. Observation
Fact
Emotions
Needs
Request
What do you observe that affects
your performance? "When you
see/hear..." (sometimes mentally)
How do you feel about what you
observe?
What is your need that causes this
feeling?
I listen with empathy to what
could help
I express clearly that I live
without using criticism or
accusation
What I observe (see, hear,
imagine, free from evaluation)
that affects my performance?
How I feel about what I observe?
What is my need, what causes
these feelings?
I clearly express a
request/request about what
could help me
I accept with empathy that you
live without hearing
accusations or criticism.