How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence. With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.
Situational leadership is flexible. It adapts to the existing work environment and the needs of the organization. Situational leadership is not based on a specific skill of the leader; instead, he or she modifies the style of management to suit the requirements of the organization.
One of the keys to situational leadership is adaptability. Leaders must be able to move from one leadership style to another to meet the changing needs of an organization and its employees. These leaders must have the insight to understand when to change their management style and what leadership strategy fits each new paradigm.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Leadership Accelerator: Unleashing Potential in Younger Employees.pptxDennis Van Aelst
We recognize that our young professionals possess immense talent, fresh perspectives, and boundless energy. We believe in their potential to become the next generation of exceptional leaders. That's why we have developed this transformative program designed specifically to harness and amplify their abilities.
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. Situational leadership refers to when the leader or manager of an organization must adjust his style to fit the development level of the followers he is trying to influence. With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.
Situational leadership is flexible. It adapts to the existing work environment and the needs of the organization. Situational leadership is not based on a specific skill of the leader; instead, he or she modifies the style of management to suit the requirements of the organization.
One of the keys to situational leadership is adaptability. Leaders must be able to move from one leadership style to another to meet the changing needs of an organization and its employees. These leaders must have the insight to understand when to change their management style and what leadership strategy fits each new paradigm.
Taking the Lead: Five Things Every Supervisor Needs to Know | Supervisory SkillsHRDQ-U
What makes a supervisor great? While there may not be a quick and simple answer to that question, there is a certain skill set that, when learned through time and exposure, make supervisors more effective. With increasing pressure being placed on supervisors to perform, organizations can’t afford a long learning curve.
Join us for an informative webinar that will help you, the trainer, get up to speed fast:
https://www.hrdqu.com/webinars/taking-lead/
For your own supervisory skills assessment:
https://www.hrdqstore.com/supervisory-skills-questionnaire
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Situational_Leadership.pptx
1. Situational
Leadership
How adjusting your leadership style can achieve
greater engagement, retention and motivation
in your team.
Dana LeBherz
Director of Training and Workforce
Development
Louisiana State Civil Service
2. “Leadership is a series of
behaviors rather than a role
for heroes.”
-Margaret Wheatley
3. What is it?
• Blanchard and Hersey
• A theory of leadership that suggests that
you adjust your leadership style to fit the
needs of the people you hope to lead
• Has been shown to increase engagement
and retention
• Has been shown to decrease turnover
4. Agenda
• Increase awareness of your natural
leadership style
• Increase awareness of the differing
leadership needs of those you lead
• Apply specific leadership strategies that
are appropriate to different situations
6. You are thinking about making a change. Your
team members have a strong record of
achievement. They respect the need for change.
What would you do?
A. Implement the change and closely supervise to
ensure success.
B. Use feedback from the team, but direct the
change personally.
C. Get the team involved in the change but not
be too directive.
D. Have the team develop and implement the
change itself.
7. You take over a department where the previous
supervisor had tight controls in place. You don’t
want to decrease efficiency, but you feel your
group could be more productive if allowed some
input. What would you do?
A. Keep the controls in place.
B. Get input from dept members, but make
changes as you see fit.
C. Involve the department members in revising
the controls
D. Assign a task force to alter controls as it sees
fit.
8. You recently met with your employees to review a
policy to clarify your expectations regarding
compliance. However, your employees are not
complying with the policy or meeting your
expectations.What would you do?
A. Redefine your expectations and supervise
closely to ensure compliance.
B. Meet with your employees for input but
enforce the policy.
C. Allow your employees to suggest policy
changes and/or improvements.
D. Avoid applying pressure and trust your
employees to come around.
9. Your employees are having difficulty solving
a problem. What do you do?
A. Tell them how to fix it.
B. Work with them and together solve the
problem.
C. Offer your opinion and encourage them
to continue.
D. Let them solve the problem on their
own.
10. Your department has been successful in achieving its
goals. Department members have worked well together
with little need for your intervention. However, conflict
is escalating among department members. What would
you do?
A. Quickly and firmly correct the situation.
B. Listen to your employees and then implement your
own plan.
C. Discuss the conflict openly with your department
members and encourage them to resolve the
situation.
D. Observe, but do not intervene.
11. High Directive
High Participative
Low Directive
Low Participative
High Directive
Low Participative
LEADERSHIP STYLES
Low
RELATIONSHIP
High
Low TASK High
SUPPORTING
Low Directive
High Participative
DIRECTING
COACHING
DELEGATING
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
11
12. You talk. You decide. I talk. I decide.
Low
RELATIONSHIP
High
Low TASK High
DIRECTING
LEADERSHIP STYLES
SUPPORTING COACHING
We talk. We decide. We talk. I decide.
DELEGATING
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
12
13. DIRECTING
High direction / low support
Primarily one-way communication
The task get more attention than the person
The leader directs the follower regarding task
accomplishment
The leader supervises closely
The leader gives regular feedback on performance
The employee has no involvement in decision-making or
problem-solving
13
14. COACHING
High direction / high support
The task and the person receive equal attention
The leader continues to
close supervision and immediate
provide specific direction,
feedback on task
accomplishment
The leader also becomes more supportive — offering
encouragement and reassurance
The leader begins to open up two-way communication
by soliciting suggestions and explaining decisions
14
15. SUPPORTING
Low direction / high support
The person receives more attention than the task
The leader provides minimal direction, supervision,
and feedback
The leader now concentrates on providing support,
encouragement and praise
Two-way communication is the norm—leader and
employee work together
Leader and employee share responsibility for decision-
making and problem-solving
15
16. DELEGATING
person receives close
Low direction / low support
Neither the task nor the
attention
The leader turns over responsibility for decision-
making and problem–solving to the employee
Communication is limited, but when it occurs, it is
two-way
Direction is limited to setting parameters for task
accomplishment
16
17. So how do we determine what
style to use and when?
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
17
18. The style you use depends on your employee(s)’
engagement and competence.
Engagement is the level of commitment, willingness
and general attitude towards work.
Competence is the ability to do the task at hand,
based on skills, knowledge and experience.
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
18
19. SUPPORTING COACHING
Capable but
Cautious Performer
Disillusioned
Learner
DELEGATING
Self-Reliant
Achiever
DIRECTING
Enthusiastic
Beginner
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
19
High COMPETENCE Low
High
ENGAGEMENT
Low
20. The Enthusiastic Beginner is someone who has
high engagement but low competence.
With beginners, self-confidence is usually high, but
it’s often a false sense of confidence, based on a lack
of understanding on the complexity or difficulty of
the task.
Who can give me an example of this level in their organization?
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
20
21. The Disillusioned Learner is someone who has
low engagement and low competence.
At this level, employees may become discouraged as
they discover, “the more I learn, the more I realize I
don’t know.”
Who can give me an example of this level in their organization?
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
21
22. Who can give me an example of this level in their organization?
The Capable but Cautious Performer is someone
with moderate engagement & moderate competence.
At this level, employees may be afraid of making a
mistake or have been doing the task for a long time
and have lost interest.
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
22
23. Who can give me an example of this level in their organization?
The Self-Reliant Achiever is someone with
high engagement and high competence.
At this level, employees have experience and success
on the job. These peak performers are ready and
willing to take on additional responsibility.
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
23
24. So how can you adjust your style?
• Observation
• Previous Experience
• Effective Questioning
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
25. Effective questions
– Ask about competence
• Do you feel you need any additional training?
• What is your greatest work accomplishment?
• Can you tell me about the planning process you
used with your last project?
• What is your role in our department?
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
26. Effective questions
– Ask about engagement
• Are you satisfied with the way things are going?
• How would you evaluate yourself in this position?
• What part of your job fulfills you?
• Is there anything else you would like to take on?
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
27. “Even though I’ve been on this job for
several years, I still second guess the
decisions I make. It’s not a lack of
training. I have the skills and experience
to do my job well. I’m just afraid of
making a mistake.”
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
28. “I know I have a lot to learn, but I love my
job. I want to be the best at what I do. My
mentor is great! I’m learning so much. Is
there any additional training I can attend?
I worry I’m not learning fast enough.”
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
29. “I like my job but it’s not what I thought it
would be. It’s not a lack of skill. I’m good
with people and with the software we use.
I just don’t have all of the knowledge I
need. I’m frustrated because I still have to
ask for help to get things done.”
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
30. “I’m pretty confident doing this job. I
know I’ve got the knowledge and skills to
do a great job, and I do! I’d love an
opportunity to have some more autonomy
and leadership.”
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE
31. “It’s true I’ve been in code enforcement for
years, but my department just started
using tablets for all of our paperwork. I
hate them. I can’t get proper pictures, and
I don’t know where my files are sometimes.
And it seems to run out of power just when
I need it!”
SITUATIONAL LEADERSHIP: ADJUSTING YOUR STYLE