Increasing your personal impact - using questionsPeter Taylor
Great leaders ask questions to learn. Then utilise that understanding to motivate and execute a sensitive and appropriate pathway. This short presentation describes some of the key ways to use questions to help lead people and busineses through change and development.
This document provides information on facilitation, including defining what a facilitator is and their key skills. A facilitator guides group discussions to reach consensus or have two-way communication. They are objective and encourage all participants to contribute their perspectives. Key facilitation skills include managing context, designing meeting format, conducting the meeting, participating while also facilitating, noticing group dynamics, diagnosing if goals are being met, intervening if needed, and closing the meeting effectively. The document suggests facilitators wear a Blue Hat to think about thinking and direct the discussion.
This workshop aims to develop participants' strategic thinking skills. Participants will learn about the structure and functions of the brain in the thinking process, and how to differentiate between strategic and tactical thinking. They will identify the key elements of strategic thinking and apply a strategic thinking process. The workshop covers topics such as left and right brain functions, critical and creative thinking, and attributes of a strategic thinker. It teaches a six-step strategic thinking model and uses the Six Thinking Hats technique to apply strategic thinking to issues.
Edward DeBono's Six Thinking Hats method identifies six distinct thinking states represented by colored hats: white for facts, red for emotions, black for weaknesses, yellow for benefits, green for creativity, and blue for process control. Each hat represents a different perspective or way of thinking about a topic to allow for a comprehensive analysis.
Park Place Seniors Living: Our Journey to Operationalize Strength Based Leade...BCCPA
This document discusses operationalizing strength-based leadership through understanding individual strengths. It describes administering a strengths assessment to a leadership team to identify each member's top 5 strengths from a list of 34 themes. Their strengths were then mapped to 4 leadership domains: executing, influencing, relationship building, and strategic thinking. This helped the team understand how to maximize their individual and collective strengths to build a well-rounded team. The team found the process fascinating and felt it accurately captured their strengths in a positive way. They plan to use their strengths knowledge to assign responsibilities and work more effectively together.
This document discusses methods of persuasion and their importance. It defines persuasion as influencing beliefs, attitudes, intentions, or behaviors. There are several aspects of effective persuasion, including building credibility, showing evidence, expressing reasoning, and appealing to emotions. Some specific persuasion methods mentioned are participation, assumption, pay-off ideas, fear arousing, cognitive dissonance, icing devices, and red herring techniques. The document concludes by listing 10 reasons to study persuasion, such as being able to make more money, avoid manipulation, improve communication skills, gain friends, and increase happiness.
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
Increasing your personal impact - using questionsPeter Taylor
Great leaders ask questions to learn. Then utilise that understanding to motivate and execute a sensitive and appropriate pathway. This short presentation describes some of the key ways to use questions to help lead people and busineses through change and development.
This document provides information on facilitation, including defining what a facilitator is and their key skills. A facilitator guides group discussions to reach consensus or have two-way communication. They are objective and encourage all participants to contribute their perspectives. Key facilitation skills include managing context, designing meeting format, conducting the meeting, participating while also facilitating, noticing group dynamics, diagnosing if goals are being met, intervening if needed, and closing the meeting effectively. The document suggests facilitators wear a Blue Hat to think about thinking and direct the discussion.
This workshop aims to develop participants' strategic thinking skills. Participants will learn about the structure and functions of the brain in the thinking process, and how to differentiate between strategic and tactical thinking. They will identify the key elements of strategic thinking and apply a strategic thinking process. The workshop covers topics such as left and right brain functions, critical and creative thinking, and attributes of a strategic thinker. It teaches a six-step strategic thinking model and uses the Six Thinking Hats technique to apply strategic thinking to issues.
Edward DeBono's Six Thinking Hats method identifies six distinct thinking states represented by colored hats: white for facts, red for emotions, black for weaknesses, yellow for benefits, green for creativity, and blue for process control. Each hat represents a different perspective or way of thinking about a topic to allow for a comprehensive analysis.
Park Place Seniors Living: Our Journey to Operationalize Strength Based Leade...BCCPA
This document discusses operationalizing strength-based leadership through understanding individual strengths. It describes administering a strengths assessment to a leadership team to identify each member's top 5 strengths from a list of 34 themes. Their strengths were then mapped to 4 leadership domains: executing, influencing, relationship building, and strategic thinking. This helped the team understand how to maximize their individual and collective strengths to build a well-rounded team. The team found the process fascinating and felt it accurately captured their strengths in a positive way. They plan to use their strengths knowledge to assign responsibilities and work more effectively together.
This document discusses methods of persuasion and their importance. It defines persuasion as influencing beliefs, attitudes, intentions, or behaviors. There are several aspects of effective persuasion, including building credibility, showing evidence, expressing reasoning, and appealing to emotions. Some specific persuasion methods mentioned are participation, assumption, pay-off ideas, fear arousing, cognitive dissonance, icing devices, and red herring techniques. The document concludes by listing 10 reasons to study persuasion, such as being able to make more money, avoid manipulation, improve communication skills, gain friends, and increase happiness.
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
This document outlines key concepts related to persuasion including:
- Persuasion involves influencing others through symbolic communication and shaping attitudes and behaviors. It is a means of transmitting messages to audiences.
- There are important reasons to persuade such as prompting action, changing beliefs, and motivating others.
- Credibility is crucial to persuasion and depends on personal credibility, expertise, and understanding the audience. Building trust, respect, evidence, and representing your message well can establish credibility.
- Modes of persuasion include appeals to logos (logic), ethos (credibility), pathos (emotion), kairos (timing), and various psychological principles.
- Psychological theories inform persuasion including social influence
A UX professional has the power to heavily influence the success or failure of an entire business – product, service or otherwise. What we forget is that UX professionals are in fact human. We have the same or similar physical, emotional and experiential habits, outlooks and desires as the users we’re designing for. Humans design for humans. Therefore, it’s important to focus on the human, emotional aspect of our UX teams.
Successful design is built not just on our expertise, but our enjoyment in the craft of building itself.
By assessing and analyzing the UX designer as an individual versus the UX designer as a part of a team, this talk will explore and suggest uncommon but potentially vital themes in building and retaining creative inspiration inside a UX team.
Inspiration awakens new possibilities by allowing people to transcend limitations. Inspiration transforms perceptions of capabilities, propelling apathy to possibility. Inspiration can be activated, captured, and manipulated, with major effects on outcomes. However, some people are unable to inspire others due to inability to transfer inspirational stories, lack of positive influence, demotivation, or failure to use inspiration for creativity. Leaders can inspire through leading by example, telling impactful stories, appealing to values, trusting people, and challenging them to exceed expectations. Inspiration shapes long-term identity and aspirations.
Inspiration awakens new possibilities by allowing people to transcend limitations and perceive greater capabilities. Inspiration transforms apathy into possibility and motivation. Some people are unable to inspire others due to an inability to effectively communicate their inspirational stories, a lack of connection to positive groups, remaining demotivated, or failing to use inspiration to fuel creativity. Leaders can inspire people by embodying the change they want to see, telling engaging stories, appealing to people's values, trusting people's abilities, and challenging people to exceed expectations. Inspiration shapes long-term identity and aspirations, while motivation achieves short-term goals.
The document outlines six steps for transforming performance at work, as described by David Rock in 2006. The steps are: 1) think about thinking, 2) listen for potential, 3) speak with intent, 4) dance toward insight, 5) create new thinking, and 6) follow up. For each step, guidelines and considerations are provided. The document also discusses David Rock's SCARF model and characteristics of effective followers as described by Robert Kelly in 1988.
InnerSpace / Stripe Communication WorkshopHannah Knapp
This document summarizes a communication workshop presented by Semira Rahemtulla. The workshop covered several models and techniques for effective communication, feedback, and building connections, including the "Net Model" for understanding different perspectives, strategies for minimizing defensiveness when giving feedback, and the benefits of vulnerability and self-disclosure. The workshop also included exercises for participants to practice giving compliments and feedback to each other.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Gcse controlled assessment intro active cit project 2 - development 22 10 10vshackley
This document outlines the requirements and steps for a controlled assessment on active citizenship for a PGCE program. Students will choose a local issue to research, contact people in positions of power to discuss solutions, take action to raise awareness and influence decisions, and reflect on what they learned. They will complete a response form under supervision and provide 5 pieces of evidence total to demonstrate their work on the issue, communications, and skills used. The aim is for students to engage in meaningful citizenship activities and show competency in skills like research, advocacy, and critical thinking.
This document discusses overcoming the fear of public speaking. It defines confidence and fear, noting that fear becomes a phobia when it is persistent and irrational. Many adults fear public speaking more than death and lists common symptoms of this fear such as an upset stomach or fast heartbeat. It suggests that the key to overcoming this fear is changing one's perception - audiences often do not notice a speaker's nerves as much as the speaker feels them. It advises that a speech should not be seen as a performance but as an opportunity to share meaningful ideas with an audience. Finally, it lists "planks of confidence" like being prepared, friendly, and believing in what one says to help overcome the fear of public speaking.
The document outlines the decision-making process and skills needed to be a critical thinker. It discusses that decision-making involves selecting an action from alternatives using logical, emotional, or creative thinking processes. Younger people's decisions are often made by others while older adults use logic and emotion. Skills like being curious, open-minded, avoiding irrelevant information, handling confusion, controlling emotions, distinguishing conclusions, admitting what you don't know, seeking other perspectives, and possessing relevant information are important for critical thinking.
This document provides guidance on effectively leading employees through feedback and goal setting. It discusses understanding employees' needs, providing the right tools and opportunities, giving praise and recognition, and ensuring expectations are clear. It emphasizes learning about employees to better support them compassionately. Goals should be specific, measurable, attainable, relative and time-bound to facilitate development and performance improvement. Feedback should be constructive and backed by examples to positively impact work.
This document discusses persuasion and audience analysis for public speaking. It explains that persuasion involves convincing an audience to believe a product, idea, or attitude. Audience analysis occurs before speaking and involves estimating how the audience feels about the speaker and message - whether they are supportive, uncommitted, indifferent, or opposed. Speakers should prepare to address all types of audiences and use logical, emotional, or personal approaches to connect with the audience.
Public Speaking Notes - Glencoe - Chapter 1shuckabe
This document provides an overview of ethics and effective communication in public speaking. It discusses establishing an ethical foundation before speaking, the communication process involving senders, messages, receivers and feedback, and barriers to communication like attitudes, social factors, education and culture. It also describes intrapersonal communication as self-assessment and interpersonal communication between people. Rhetoric is defined as the study of communication. The document concludes by discussing Aristotle's three appeals of ethos, logos and pathos, and suggests speakers consider whether their message is appropriate, how listeners would feel, if it provides new information at the right level.
Critical thinking is defined as the process of actively and skillfully analyzing and evaluating information gathered from various sources in order to guide beliefs and actions. It involves 6 steps: 1) gaining knowledge through identification and description, 2) comprehending by explaining and summarizing, 3) applying knowledge to solve problems, 4) analyzing by breaking down information into parts, 5) synthesizing analyzed parts to form new theories, and 6) evaluating through ranking and appraising.
141. Assertive Tech and Practice explained by S. Lakshmanan, PsychologistLAKSHMANAN S
Many of us don’t handle interpersonal relationships well, particularly at work. Instead of feeling good about ourselves, our reactions and responses to others often make us feel tongue-tied and inadequate, on the one hand, and angry and critical on the other. Here are some of the ways to deal with everyday situations and come out feeling good.
Please, subscribe, share in the following youtube channel:
https://www.youtube.com/channel/UC11JRBJSPfLRD2pYH_i-QKg
The document discusses persuasion and influencing skills. It defines persuasion as bringing an audience to believe a viewpoint or take action. It outlines techniques for effective persuasion including understanding the audience, making a solid case with credible evidence, and communicating persuasively by appealing to emotions. The document also discusses triggers that elicit automatic responses like reciprocation, commitment, social proof and authority.
True or False? Thought Leadership ChoicesStephen Bush
The document discusses different strategies for achieving effective thought leadership. It suggests that using a true or false question format can help dispel misconceptions and encourage questioning. Posing questions is important for thought leadership as it facilitates understanding challenges and solutions. While thought leadership can be difficult, using true or false statements may help achieve ambitious goals. The most appropriate approach is to act like a thought leader by publishing high-quality content rather than self-labeling. Recurring challenges include avoiding duplication and providing engaging, educational content. Effective strategies include white papers, case studies, extended articles, and true or false questions with explanations.
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Emotional intelligence @ work place- by Shritheja KShri Theja
It is very important factor to know and control emotions at work place, as an aid to success. High EQ will make a person easily to climb corporate ladder and reach great hights.
This document outlines key concepts related to persuasion including:
- Persuasion involves influencing others through symbolic communication and shaping attitudes and behaviors. It is a means of transmitting messages to audiences.
- There are important reasons to persuade such as prompting action, changing beliefs, and motivating others.
- Credibility is crucial to persuasion and depends on personal credibility, expertise, and understanding the audience. Building trust, respect, evidence, and representing your message well can establish credibility.
- Modes of persuasion include appeals to logos (logic), ethos (credibility), pathos (emotion), kairos (timing), and various psychological principles.
- Psychological theories inform persuasion including social influence
A UX professional has the power to heavily influence the success or failure of an entire business – product, service or otherwise. What we forget is that UX professionals are in fact human. We have the same or similar physical, emotional and experiential habits, outlooks and desires as the users we’re designing for. Humans design for humans. Therefore, it’s important to focus on the human, emotional aspect of our UX teams.
Successful design is built not just on our expertise, but our enjoyment in the craft of building itself.
By assessing and analyzing the UX designer as an individual versus the UX designer as a part of a team, this talk will explore and suggest uncommon but potentially vital themes in building and retaining creative inspiration inside a UX team.
Inspiration awakens new possibilities by allowing people to transcend limitations. Inspiration transforms perceptions of capabilities, propelling apathy to possibility. Inspiration can be activated, captured, and manipulated, with major effects on outcomes. However, some people are unable to inspire others due to inability to transfer inspirational stories, lack of positive influence, demotivation, or failure to use inspiration for creativity. Leaders can inspire through leading by example, telling impactful stories, appealing to values, trusting people, and challenging them to exceed expectations. Inspiration shapes long-term identity and aspirations.
Inspiration awakens new possibilities by allowing people to transcend limitations and perceive greater capabilities. Inspiration transforms apathy into possibility and motivation. Some people are unable to inspire others due to an inability to effectively communicate their inspirational stories, a lack of connection to positive groups, remaining demotivated, or failing to use inspiration to fuel creativity. Leaders can inspire people by embodying the change they want to see, telling engaging stories, appealing to people's values, trusting people's abilities, and challenging people to exceed expectations. Inspiration shapes long-term identity and aspirations, while motivation achieves short-term goals.
The document outlines six steps for transforming performance at work, as described by David Rock in 2006. The steps are: 1) think about thinking, 2) listen for potential, 3) speak with intent, 4) dance toward insight, 5) create new thinking, and 6) follow up. For each step, guidelines and considerations are provided. The document also discusses David Rock's SCARF model and characteristics of effective followers as described by Robert Kelly in 1988.
InnerSpace / Stripe Communication WorkshopHannah Knapp
This document summarizes a communication workshop presented by Semira Rahemtulla. The workshop covered several models and techniques for effective communication, feedback, and building connections, including the "Net Model" for understanding different perspectives, strategies for minimizing defensiveness when giving feedback, and the benefits of vulnerability and self-disclosure. The workshop also included exercises for participants to practice giving compliments and feedback to each other.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Gcse controlled assessment intro active cit project 2 - development 22 10 10vshackley
This document outlines the requirements and steps for a controlled assessment on active citizenship for a PGCE program. Students will choose a local issue to research, contact people in positions of power to discuss solutions, take action to raise awareness and influence decisions, and reflect on what they learned. They will complete a response form under supervision and provide 5 pieces of evidence total to demonstrate their work on the issue, communications, and skills used. The aim is for students to engage in meaningful citizenship activities and show competency in skills like research, advocacy, and critical thinking.
This document discusses overcoming the fear of public speaking. It defines confidence and fear, noting that fear becomes a phobia when it is persistent and irrational. Many adults fear public speaking more than death and lists common symptoms of this fear such as an upset stomach or fast heartbeat. It suggests that the key to overcoming this fear is changing one's perception - audiences often do not notice a speaker's nerves as much as the speaker feels them. It advises that a speech should not be seen as a performance but as an opportunity to share meaningful ideas with an audience. Finally, it lists "planks of confidence" like being prepared, friendly, and believing in what one says to help overcome the fear of public speaking.
The document outlines the decision-making process and skills needed to be a critical thinker. It discusses that decision-making involves selecting an action from alternatives using logical, emotional, or creative thinking processes. Younger people's decisions are often made by others while older adults use logic and emotion. Skills like being curious, open-minded, avoiding irrelevant information, handling confusion, controlling emotions, distinguishing conclusions, admitting what you don't know, seeking other perspectives, and possessing relevant information are important for critical thinking.
This document provides guidance on effectively leading employees through feedback and goal setting. It discusses understanding employees' needs, providing the right tools and opportunities, giving praise and recognition, and ensuring expectations are clear. It emphasizes learning about employees to better support them compassionately. Goals should be specific, measurable, attainable, relative and time-bound to facilitate development and performance improvement. Feedback should be constructive and backed by examples to positively impact work.
This document discusses persuasion and audience analysis for public speaking. It explains that persuasion involves convincing an audience to believe a product, idea, or attitude. Audience analysis occurs before speaking and involves estimating how the audience feels about the speaker and message - whether they are supportive, uncommitted, indifferent, or opposed. Speakers should prepare to address all types of audiences and use logical, emotional, or personal approaches to connect with the audience.
Public Speaking Notes - Glencoe - Chapter 1shuckabe
This document provides an overview of ethics and effective communication in public speaking. It discusses establishing an ethical foundation before speaking, the communication process involving senders, messages, receivers and feedback, and barriers to communication like attitudes, social factors, education and culture. It also describes intrapersonal communication as self-assessment and interpersonal communication between people. Rhetoric is defined as the study of communication. The document concludes by discussing Aristotle's three appeals of ethos, logos and pathos, and suggests speakers consider whether their message is appropriate, how listeners would feel, if it provides new information at the right level.
Critical thinking is defined as the process of actively and skillfully analyzing and evaluating information gathered from various sources in order to guide beliefs and actions. It involves 6 steps: 1) gaining knowledge through identification and description, 2) comprehending by explaining and summarizing, 3) applying knowledge to solve problems, 4) analyzing by breaking down information into parts, 5) synthesizing analyzed parts to form new theories, and 6) evaluating through ranking and appraising.
141. Assertive Tech and Practice explained by S. Lakshmanan, PsychologistLAKSHMANAN S
Many of us don’t handle interpersonal relationships well, particularly at work. Instead of feeling good about ourselves, our reactions and responses to others often make us feel tongue-tied and inadequate, on the one hand, and angry and critical on the other. Here are some of the ways to deal with everyday situations and come out feeling good.
Please, subscribe, share in the following youtube channel:
https://www.youtube.com/channel/UC11JRBJSPfLRD2pYH_i-QKg
The document discusses persuasion and influencing skills. It defines persuasion as bringing an audience to believe a viewpoint or take action. It outlines techniques for effective persuasion including understanding the audience, making a solid case with credible evidence, and communicating persuasively by appealing to emotions. The document also discusses triggers that elicit automatic responses like reciprocation, commitment, social proof and authority.
True or False? Thought Leadership ChoicesStephen Bush
The document discusses different strategies for achieving effective thought leadership. It suggests that using a true or false question format can help dispel misconceptions and encourage questioning. Posing questions is important for thought leadership as it facilitates understanding challenges and solutions. While thought leadership can be difficult, using true or false statements may help achieve ambitious goals. The most appropriate approach is to act like a thought leader by publishing high-quality content rather than self-labeling. Recurring challenges include avoiding duplication and providing engaging, educational content. Effective strategies include white papers, case studies, extended articles, and true or false questions with explanations.
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Emotional intelligence @ work place- by Shritheja KShri Theja
It is very important factor to know and control emotions at work place, as an aid to success. High EQ will make a person easily to climb corporate ladder and reach great hights.
This document discusses the concepts of strength, talent, knowledge, and skill. It defines strength as a consistent near-perfect performance in an activity. Talent refers to recurring patterns of thought, feeling, or behavior that can be productively applied. Knowledge includes factual knowledge that can be taught, as well as experiential knowledge gained through experience. Skill refers to capabilities that can be transferred between people and developed through practice. The document emphasizes that to excel, one must maximize their strengths rather than focus on fixing weaknesses.
Tips on Stress Management & Surviving COVID-19 As An International Student-2021EducationUSAEgypt
This document provides tips and resources for international students facing uncertainty during the COVID-19 pandemic. It recommends focusing on controlling one's thoughts and behaviors, prioritizing self-care, minimizing distractions, and studying effectively. Specific tips include meditation, exercise, calling friends, limiting social media, creating a study space, and celebrating small wins. Resources listed cover free information sources, planning tools, journals, and focus-enhancing music. The document emphasizes taking research seriously and utilizing the global network of EducationUSA centers for guidance through the study abroad process.
This document summarizes key points from a workshop on communication, teambuilding and motivation. It discusses communication models including linear and transactional models. It covers listening skills, barriers to communication, and body language. It also addresses motivation theories from Maslow and Herzberg, as well as intrinsic and extrinsic motivation. The document then discusses team dynamics including types of teams, characteristics of effective teams, and Tuckman's stages of group development.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
This session will explore how to use a simple personality assessment to help us know our students, and for them to understand themselves. This tool provides us with a common language that we can use with our students (and in our own personal and professional life!) Explore how understanding personality can increase mutual respect, reduce conflict with others, and improve communication skills.
This workshop aims to increase self-awareness and understanding of personality types using the Myers-Briggs Type Indicator (MBTI) approach. It seeks to help participants appreciate individual strengths and differences, recognize areas for improvement, and understand how personality affects teamwork and productivity. The workshop is based on Carl Jung's theory of psychological types as developed into the MBTI assessment tool. It explores four dichotomies - introversion/extraversion, sensing/intuition, thinking/feeling, and judging/perceiving - and how they influence communication, decision-making, work preferences, and stressors.
This document provides an overview of emotional intelligence (EI). It defines EI as the capacity for recognizing our own feelings and those of others, and for managing emotions well in ourselves and our relationships. The document discusses various components of EI, including emotional self-awareness, self-regulation, self-motivation, social awareness, and social skills. It notes that EI involves abilities like empathy, managing emotions in oneself and others, and using emotions to maximize decision making. The document also discusses gender differences in EI, importance of EI for organizations and leadership, and improving EI through training.
Soft skills are interpersonal skills that enable smooth interactions between individuals. Effective communication requires strong verbal and non-verbal skills as well as presentation abilities. Empathy, open-mindedness, motivation, emotional intelligence, critical thinking and decision making are important soft skills for professional success. Relationship building, trust and negotiation are also key interpersonal skills.
Soft skills are important interpersonal skills for communication and relationships. Effective communication requires strong verbal and non-verbal skills like making eye contact, tone of voice and body language. It also requires skills like active listening, empathy and being open-minded. Other important soft skills include emotional intelligence, critical thinking, problem solving, teamwork, leadership and negotiation. Developing soft skills helps people to motivate others, build trust and handle conflicts effectively.
Skillwise Consulting’s corporate software training and technology training is supported by an experienced and competent team of learning and development professionals who engage more than 200 subject matter experts with job level competencies in the respective subjects. Soft skills which turns to the professional life and give a vision to the corporate world
The document discusses how people make decisions and use logic and emotion. It makes the following key points:
1) We primarily make decisions based on emotions, either moving towards pleasure or away from pain, but then use logic to justify those emotional decisions.
2) Our subconscious mind, which controls up to 97% of our life, assesses situations instinctually based on avoiding pain and reacting, then our conscious mind makes decisions cross-referencing new information with preexisting beliefs.
3) Emotion is the primary driver in decision making, though we think we are being logical. Logic is better used to initially engage people and then appeal to their emotions to motivate action.
4) Building rapport
This document provides an overview of key concepts in Neuro-Linguistic Programming (NLP). It discusses the history and definition of NLP, focusing on how it uses language patterns and metaphors to communicate with the subconscious mind. Several core NLP concepts and techniques are then outlined, including the NLP communication model, different NLP frames, states, the meta model, perceptual positions, Disney's creative strategy, the TOTE model, and feedforward. The document aims to introduce readers to NLP and some of its fundamental principles and applications.
This document discusses personality and different models for understanding it. It describes the Myers-Briggs Type Indicator (MBTI) which sorts people into four dichotomous dimensions. It also discusses the Big Five model of personality which looks at extraversion, agreeableness, conscientiousness, emotional stability, and openness. While these frameworks provide insight, no single model can fully capture a person's personality. Situational factors also influence behavior.
This document discusses individual differences and traits that can impact behavior. It covers several key areas:
- Personality, abilities/skills, values, environment, and heredity all make up an individual's characteristics and can influence their behavioral range and comfort zone.
- Personality traits are stable over time and situations. Abilities are natural talents while skills are acquired. Values are influenced by culture, personality and other factors.
- Leadership skills include technical, interpersonal, and conceptual abilities. Creative leaders tend to be perseverant risk-takers willing to learn.
- Social perception, attribution, learning and theories like trait theory help explain how individuals interpret information about others.
- Individual characteristics like
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptxMichelleBenning2
EQ is the skill to recognize different emotions in yourself and the world around you and to interpret and use these emotions to enhance your quality of life.
EQ is a set of abilities that helps you manage your emotions and relate to others.
EQ is the ability to recognize your emotions, understand what they're telling you and realize how your emotions affect people around you.
EQ is the ability to understand and manage both your own emotions and those of the people around you.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
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2. • What does the research say about impressiveness and
memorability?
• What are the implications of this knowledge?
• How can we use it for professional presentations?
Objectives
8. • How do people make them? Neuroscience evidence?
• “The decisive moment” by Jonah Lehrer
• The emotion centers of the brain light up first when
people are asked to make decisions
• Impressions matter.
Decisions
9. • What kind of impression do I want to give to my
stakeholders?
• I would want them to describe me as…
• You need to decide how you want to be perceived. The
more clearly you decide this, the more likely it is that
you will get there
• Start with five words or phrases you would want people
to use when they describe you
• Make plans about how to get there – ask for honest
feedback from those you trust.
Destination setting
10. • primacy and recency effects – 60/20/20
– Professionalism.
– Likeability.
– Trustworthiness.
• drivers of powerful first impressions
– Your perceived intentions – what are your vested
interests?
– Clarity of the destination – where are you going to
take us? Effective scene and objective setting.
– Your professional image – particularly whether it
meets our expectations. Perceived wellbeing.
Key drivers of impressions
11. • Does it follow the objectives you set at the beginning?
• Is it clear where you are in the sequence you outlined?
• Is the sequence logical and easy to follow?
• Is wording straightforward and clear?
• Is it interesting? Avoid going into too much detail.
• Design the presentation with headings. Show them to
people in heading form and ask for honest feedback –
does this make sense – is it clear – is it interesting?
• Consider using mind mapping to design the
presentation.
Key drivers of impressions – the
body of your presentation
13. • It is helpful to identify two main subsystems in the
brain:
The neuroscience of influence
and change
Old Brain
- approximates the
“old” part of the brain
The New Brain
• Affiliation, generosity, goodwill
• Reflective
• Options considered
• Imaginative/creative
• Higher order learning
• Slow/resource intensive
• Manages impulsive desires
• Labels emotional states
• Not ‘fully functional’ until
adulthood
• Seat of optimism
The Old Brain
• Focused on self
• Sensitive to threat
• Comfortable, auto pilot, or
• Fight or Flight
• Resistant to change
• Low order learning only
• Fast/efficient/instinctive
• Engages impulsive desires
• Anger/fear/depression
• Highly developed at birth
• Seat of pessimism
Energy use is more or less fixed – plus or minus 1 %. If you are in one
Zone you are not in the other
New Brain
- approximates
the newer part
of the brain
15. • Learn to name your emotional states – blue zone, red
zone
• Practice considering your emotions from a third party,
objective point of view
• Focus on the best possible outcome from the situation
confronting you – what is your destination
• Practice managing your emotional level through
relaxation training.
Manage your own emotions
16. G = Goal
R = current Reality
O = Options
W = What next or Will
Coaching a group or individual
17. • How do you sum up what has gone before? A clarity of
drawing the information together
• Can you describe how the information you have
imparted can be used?
• Can you be clear about next steps, or what you want
your audience members to do?
Drivers of powerful final
impressions
18. • kinesics
– Body movements
– Body orientation
– Gestures
– Facial expressions
• Haptics
– Touch
• proxemics
– Use of personal space
Non-verbal behaviours
of influence
19. • chronemics
– Use of time – fast pace, slow pace, delay,
etc
• physical appearance
– Presentation
• artefacts
– Objects, “props”, fiddling, etc
• eye contact.
Non-verbal behaviours
of influence
20. • energy level – high, low, etc
• voice projection
– Loud, soft, quiet, gruff, smooth, etc.
Non-verbal behaviours
of influence
21. • Rational persuasion
• Consultation and partnership
• Inspirational appeal
• Ingratiation
• Personal appeal
• Exchange
• Coalition
• Legitimising
• Pressure.
Options for persuasion
22. • It is crucial to start and to finish well
• Make the material as easily understood as possible. If
you err, err on the side of simplicity
• Set a destination as to the image you want to present
• Put yourself and your audience in the right mind space
• Consider your non verbal options – plan your non
verbals
• Consider your persuasion options – go into the
exercise with a plan.
Key learnings from today
23. For further information please contact Andrew
Marty, Managing Director of SACS Consulting
on +613 8622 8508 or
andrewm@sacsconsult.com.au