The document outlines seven essentials for success: 1) Have a plan with goals that align with your plan of action. 2) Know the fundamentals and basic skills needed for your job. 3) Set written goals and keep them with you. 4) Develop the right attitude of helping others rather than just yourself. 5) Care for others by making a contribution and seeing the big picture. 6) Commit to teamwork and working together for a common purpose. 7) Maintain self-image, loyalty, and standards by doing what is right, committing to excellence, and caring for people.
This document discusses goals and how to set effective goals. It notes that goals move people forward, help them believe in themselves, and hold them responsible. Goals should be specific, measurable, attainable, realistic, and timely. The document provides examples of life goals and professional goals, then evaluates them based on the SMART criteria. It stresses the importance of setting goals for different time periods and monitoring progress. The key lessons are that goals should be specific, have criteria to measure success, be possible to achieve, include a timeline, and be broken into incremental steps over different durations.
The document outlines a speaker engagement session to help speakers overcome challenges like a lack of support, preparation, and direction in finding speaking opportunities. It proposes a 30-day collaboration project to help speakers define their target audience, point of differentiation, and develop key collateral like a media kit, presentation, and one-sheet through weekly calls, assignments, and Q&A. The goal is to help speakers build credibility, relationships, and be better equipped to book speaking engagements.
BOO! How Agile brought out my Wicked Witch of the WestAntoinette Coetzee
Talk delivered by Antoinette Coetzee at Global Scrum Gathering Vienna - Oct 2019
Abstract:
2015 was my Annus horribilis - my most horrible year. It was the year I wondered whether I had turned into an awful person, or whether I have just always been one. It was also the start of the biggest personal growth spurt in my life to date. And agile was slapbang in the middle of all this - it forced me to confront my own values, behaviour and courage. If you are keen to find out how agile shines the spotlight on our personal dysfunctions and how that can benefit us both personally and as leaders, come join me and take a look in my magic mirror. Don’t be scared, you may just realise you have so much more in your toolbox than you thought! And it will be worth looking… this I promise.
This document discusses the importance of authentic leadership. It begins by introducing the topic of authenticity and having leaders understand its importance. It then discusses taking stock of one's own authenticity by completing an authenticity audit. The document contrasts leadership with "likership" which focuses more on being liked than respected. It provides keys to being more authentic such as reliability, courage, honesty, and self-knowledge. It delves deeper into reliability, courage, and honesty, providing examples and advice. The document concludes by having participants reflect on becoming more authentic and planning actions to improve.
The document discusses the importance of having a positive attitude and setting goals. It provides examples of how attitude can impact success and outlines best practices for effective goal setting, such as writing goals down, setting priorities, and reviewing progress. The key message is that a positive attitude and defined goals are important for achieving success and getting the most out of life.
This document provides guidance on setting goals for the year 2013. It recommends defining goals that are specific, positive, and measurable. The reader is prompted to consider what they want to achieve in areas like finances, personal life, social connections, and business. Questions are presented to help the reader describe the evidence of achieving their goal, specifics of location and time, required actions, resources needed, and potential impacts and benefits. Setting goals in this way and sharing them with others, while taking frequent action, can lead to more effective goal achievement and a successful 2013.
How to Create the Ultimate Fantasy Football TeamMatthew Gastaldi
This document provides tips on creating a successful fantasy football team. It discusses the target audience, which includes anyone interested in fantasy football leagues. The problem addressed is helping novice players build and maintain a winning team. The goals are to educate readers on draft preparation, common pitfalls to avoid, and tips for team maintenance. These goals were accomplished by researching fantasy football resources, dividing the writing tasks, and collaboratively editing the document. Design elements like consistency, simplicity, and images were used to improve readability.
The document outlines seven essentials for success: 1) Have a plan with goals that align with your plan of action. 2) Know the fundamentals and basic skills needed for your job. 3) Set written goals and keep them with you. 4) Develop the right attitude of helping others rather than just yourself. 5) Care for others by making a contribution and seeing the big picture. 6) Commit to teamwork and working together for a common purpose. 7) Maintain self-image, loyalty, and standards by doing what is right, committing to excellence, and caring for people.
This document discusses goals and how to set effective goals. It notes that goals move people forward, help them believe in themselves, and hold them responsible. Goals should be specific, measurable, attainable, realistic, and timely. The document provides examples of life goals and professional goals, then evaluates them based on the SMART criteria. It stresses the importance of setting goals for different time periods and monitoring progress. The key lessons are that goals should be specific, have criteria to measure success, be possible to achieve, include a timeline, and be broken into incremental steps over different durations.
The document outlines a speaker engagement session to help speakers overcome challenges like a lack of support, preparation, and direction in finding speaking opportunities. It proposes a 30-day collaboration project to help speakers define their target audience, point of differentiation, and develop key collateral like a media kit, presentation, and one-sheet through weekly calls, assignments, and Q&A. The goal is to help speakers build credibility, relationships, and be better equipped to book speaking engagements.
BOO! How Agile brought out my Wicked Witch of the WestAntoinette Coetzee
Talk delivered by Antoinette Coetzee at Global Scrum Gathering Vienna - Oct 2019
Abstract:
2015 was my Annus horribilis - my most horrible year. It was the year I wondered whether I had turned into an awful person, or whether I have just always been one. It was also the start of the biggest personal growth spurt in my life to date. And agile was slapbang in the middle of all this - it forced me to confront my own values, behaviour and courage. If you are keen to find out how agile shines the spotlight on our personal dysfunctions and how that can benefit us both personally and as leaders, come join me and take a look in my magic mirror. Don’t be scared, you may just realise you have so much more in your toolbox than you thought! And it will be worth looking… this I promise.
This document discusses the importance of authentic leadership. It begins by introducing the topic of authenticity and having leaders understand its importance. It then discusses taking stock of one's own authenticity by completing an authenticity audit. The document contrasts leadership with "likership" which focuses more on being liked than respected. It provides keys to being more authentic such as reliability, courage, honesty, and self-knowledge. It delves deeper into reliability, courage, and honesty, providing examples and advice. The document concludes by having participants reflect on becoming more authentic and planning actions to improve.
The document discusses the importance of having a positive attitude and setting goals. It provides examples of how attitude can impact success and outlines best practices for effective goal setting, such as writing goals down, setting priorities, and reviewing progress. The key message is that a positive attitude and defined goals are important for achieving success and getting the most out of life.
This document provides guidance on setting goals for the year 2013. It recommends defining goals that are specific, positive, and measurable. The reader is prompted to consider what they want to achieve in areas like finances, personal life, social connections, and business. Questions are presented to help the reader describe the evidence of achieving their goal, specifics of location and time, required actions, resources needed, and potential impacts and benefits. Setting goals in this way and sharing them with others, while taking frequent action, can lead to more effective goal achievement and a successful 2013.
How to Create the Ultimate Fantasy Football TeamMatthew Gastaldi
This document provides tips on creating a successful fantasy football team. It discusses the target audience, which includes anyone interested in fantasy football leagues. The problem addressed is helping novice players build and maintain a winning team. The goals are to educate readers on draft preparation, common pitfalls to avoid, and tips for team maintenance. These goals were accomplished by researching fantasy football resources, dividing the writing tasks, and collaboratively editing the document. Design elements like consistency, simplicity, and images were used to improve readability.
The document discusses accelerated coaching and provides techniques to help clients transform and achieve their goals more quickly. It discusses using questioning to challenge clients' beliefs and strategies, setting goals and celebrating successes along the way. Key coaching models outlined are GROW for setting goals and exploring options, transformational coaching for eliciting focus and future pacing, and using pleasure vs pain to motivate clients. Future pacing involves mentally rehearsing the future to strengthen resolve and access new skills and resources.
SMART Sales System Webinar Series – Week 3SalesScripter
This document outlines content for a 15-week sales training webinar series. It provides details on the topics, scripts, and tools that will be covered each week to teach skills like consultative selling, objection handling, prospecting, and closing. Examples of call scripts, email templates, and questions are also provided to demonstrate how to introduce value points to prospects, qualify needs and budgets, and progress sales conversations toward a close.
_CORPORATE__Coaching for Accelerated ResultsRohan Dredge
The "lite" version of the half day program "Coaching for Results" Same content - delivered in one hour. Also can be delivered via Webinar and one on one Mentoring.
Outlining what Coaching is, Including Five core principles and 3 effective models to establish your Coaching Journey.
This is an excellent introduction to the fundamentals of Coaching and a refresher to those employing the Coaching Methodology.
Slides for The Ultimate Life Transformation System - Arvind Devalia - 20th No...Arvind Devalia (Think BIG)
This document outlines The Ultimate Life Transformation System, which is designed to help people achieve their biggest goals and create a lasting legacy. It discusses key strategies including gaining clarity on one's vision and priorities, developing commitment, focus, and an action plan. The system involves deep coaching to help simplify one's life, improve relationships and health, and play a "bigger game." Working with the coach over 6 months guarantees achieving a primary goal. Interested individuals can schedule a 30-minute call to discuss how the system can help them transform their life and fulfill their dreams. The coach will only work with 10 highly motivated clients at a time.
Identify strategies to grow your dental practice. Get our step-by-step guide to focus on improving how you run your business.
This is the tip of the iceberg in our 4 phase advising program for all dentists.
http://success.fourpercentdental.com/5-strategies/
E3 the challenge of change from coping to thrivingocasiconference
This document provides guidance on how to deal with change in the workplace. It discusses understanding the impact of change, supporting others through change, and managing change. It identifies five types of changes people experience and common reactions to change, such as denial, resistance, and fear. The document offers suggestions for addressing change resistance, dealing with uncertainty, and using humor to cope with change. The overall message is that change is inevitable and having a plan to manage it is important.
Solution Focus approach to complex casesNick Burnett
This document outlines a solution focused approach to complex cases presented by Nick Burnett. It discusses using questions focused on solutions rather than problems, and moving the discussion towards progress rather than explanations. It provides examples of solution focused tools like the future perfect, where the problem is imagined to be solved, miracle questions, scaling questions, and affirming clients' strengths. Partners practice these techniques on sample issues. The document emphasizes small, specific actions and positive consequences of potential solutions.
How to always know the right sales questions to askSalesScripter
The document discusses how to ask the right sales questions at different stages of the sales process, including qualifying questions, pre-qualifying questions, closing questions, and general meeting questions. It also provides examples of different types of questions to ask prospects and describes when to use each type of question. The document promotes a sales methodology and software platform called SMART Sales System that is designed to provide sales scripts, templates, and training to help salespeople be more effective.
The Excellence Book: 50 Ways To Be Your BestKevin Duncan
BE AS EXCELLENT AS YOU CAN BE
The book draws together 50 ingenious thoughts to improve your attitude, your approach to life and work, the questions you ask, the decisions you make, and even your timing.
Attitude, approach, timing, questions and decisions are all covered, with ten provocative thoughts in each area.
This document discusses benefits management and expansion. It addresses philosophical questions around what constitutes a benefit and objectives. Several types of objectives are outlined, including delivering something intangible, good, or a shopping list of tangible benefits. The concept of an "inception benefit" that kicks everything off is introduced. Benefits management is defined as applying scarce resources to select and deliver appropriate benefits to stakeholders.
This document provides guidance on using a CHAMP approach to qualifying sales leads. It discusses assessing a prospect's Challenges, Authority, Money involved, and Priorities. It provides example questions to understand each area more fully. These include questions about the prospect's challenges and pain points, decision-making process, budgets, expectations for solutions, and priority levels of addressing issues. The document emphasizes understanding the prospect's situation in order to determine if a company is the right fit to address their needs. It also provides a template for creating a mutual close plan with prospects.
This document provides guidance to business owners on winning and retaining clients. It discusses identifying customer needs and expectations, developing a marketing and sales plan, focusing on customer service, creating a long-term business plan, and measuring performance. Business owners are encouraged to determine who their ideal customers are, what their customers want and expect, and how to exceed those expectations. They are also advised to develop specific marketing and sales strategies, establish clear customer service standards, and create a long-term plan with goals and review processes to track progress and make adjustments. The overall aim is for business owners to better understand their customers and make changes in their operations to attract more clients and keep existing ones satisfied.
Change 3.0 - Explore the 7 essential principles for organisational change fro...Wendy Nieuwland - Hill
What can you do to facilitate sustainable change in corporate / organisational settings? Change that will enhance the 'Antifragility' of your organisation. Help you learn how to keep on developing the flexibility and agility of your organisation?
How do you stimulate (behavioural) change from WITHIN the organisation? How can you use Clean Language & Systemic Modelling in an organisational change setting?
These are questions we continually ask ourselves, and have lead to an approach with principles rather than guidelines. Based around 7 essential principles to take into account. This slideshare provides a quick overview of these principles, including some questions you may ask yourself when you are not quite getting what you would like.
See more on: www.change3-0.eu
This document provides guidance on managing change and resistance to change. It discusses that people resist change due to uncertainty, lack of control, not understanding the need for change, and lack of trust from previous changes. However, people are more accepting of change when they feel in control of it and understand why it's needed. The document emphasizes that effective change requires honesty, transparency, consultation, and visible leadership. It outlines a GROW model for planning change, which involves setting goals, understanding current reality, brainstorming options, and creating an action plan to achieve the desired change. Regular communication and checking in on emotions are also important parts of the change process.
This document provides an overview of 4 simple coaching models: GROW model, SMART goals, OSCAR model, and scaling questions.
The GROW model uses Goal, Reality, Options, and Wrap Up/Will questions to help mentees set and achieve practical goals. SMART goals help make goals specific, measurable, attainable, relevant, and time-bound. The OSCAR model focuses conversations on desired Outcomes, the current Situation, Choices and consequences, and planned Actions and their review. Scaling questions use a 1-10 scale to help mentees visualize progress and identify small, achievable steps toward their goals.
Interviewer & interviewee skills the Solution Focus wayThe Glasgow Group
John Briggs & Gale Miller of the Solutions Behavioural Health Group Milwaukee did some research on the interview process. The goal of this document is to reframe the traditional interview ‘contest’. It suggests ways that avoid the surprises that can arise later and instead help both parties get what they want.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
Measure and Market: Basic Nonprofit Action & AnalysisBridget Brandt
This presentation by Bridget L. Brandt is an introduction to nonprofit analysis and is designed to teach nonprofit marketers how to survey, analyze data, and create an action plan. www.donorexperience101.com
This document provides guidance on managing one's career through effective planning. It discusses the importance of beginning with defining one's overall life goals and vision before making career decisions. Readers are prompted to do introspective questioning to clarify their values, strengths, influences, dreams and priorities to develop a clear understanding of what they want out of their career and life. Strategies covered include forming a career vision, creating an effective resume, preparing for interviews, negotiating job offers, and maintaining contentment and balance. The overall message is that taking time for self-reflection and goal setting allows one to make career choices that are fulfilling and sustainable long-term.
This document provides an overview of Solution Focused Brief Therapy (SFBT). It describes the core concepts and assumptions of SFBT, including that it takes a future-focused, goal-directed approach and places the client as the expert. The document outlines the SFBT conceptualization of problems, therapeutic goals, and the therapist's role. It details common SFBT interventions such as miracle questions, scaling questions, and exception questions. Finally, it discusses the evaluation of SFBT, noting both advantages like its brief nature but also potential disadvantages like lacking empirical research support.
Objectives sit in equilibrium with the external drivers that trigger them and the benefits that prove they are worthwhile. Benefits Management says "Start with the end in mind", so here's a process to pick the right end to start with.
Benefits Mapping as a tool for assuring change initiatives. Creative critical thinking to make a better informed decisions or produce a more robust result.
The document discusses accelerated coaching and provides techniques to help clients transform and achieve their goals more quickly. It discusses using questioning to challenge clients' beliefs and strategies, setting goals and celebrating successes along the way. Key coaching models outlined are GROW for setting goals and exploring options, transformational coaching for eliciting focus and future pacing, and using pleasure vs pain to motivate clients. Future pacing involves mentally rehearsing the future to strengthen resolve and access new skills and resources.
SMART Sales System Webinar Series – Week 3SalesScripter
This document outlines content for a 15-week sales training webinar series. It provides details on the topics, scripts, and tools that will be covered each week to teach skills like consultative selling, objection handling, prospecting, and closing. Examples of call scripts, email templates, and questions are also provided to demonstrate how to introduce value points to prospects, qualify needs and budgets, and progress sales conversations toward a close.
_CORPORATE__Coaching for Accelerated ResultsRohan Dredge
The "lite" version of the half day program "Coaching for Results" Same content - delivered in one hour. Also can be delivered via Webinar and one on one Mentoring.
Outlining what Coaching is, Including Five core principles and 3 effective models to establish your Coaching Journey.
This is an excellent introduction to the fundamentals of Coaching and a refresher to those employing the Coaching Methodology.
Slides for The Ultimate Life Transformation System - Arvind Devalia - 20th No...Arvind Devalia (Think BIG)
This document outlines The Ultimate Life Transformation System, which is designed to help people achieve their biggest goals and create a lasting legacy. It discusses key strategies including gaining clarity on one's vision and priorities, developing commitment, focus, and an action plan. The system involves deep coaching to help simplify one's life, improve relationships and health, and play a "bigger game." Working with the coach over 6 months guarantees achieving a primary goal. Interested individuals can schedule a 30-minute call to discuss how the system can help them transform their life and fulfill their dreams. The coach will only work with 10 highly motivated clients at a time.
Identify strategies to grow your dental practice. Get our step-by-step guide to focus on improving how you run your business.
This is the tip of the iceberg in our 4 phase advising program for all dentists.
http://success.fourpercentdental.com/5-strategies/
E3 the challenge of change from coping to thrivingocasiconference
This document provides guidance on how to deal with change in the workplace. It discusses understanding the impact of change, supporting others through change, and managing change. It identifies five types of changes people experience and common reactions to change, such as denial, resistance, and fear. The document offers suggestions for addressing change resistance, dealing with uncertainty, and using humor to cope with change. The overall message is that change is inevitable and having a plan to manage it is important.
Solution Focus approach to complex casesNick Burnett
This document outlines a solution focused approach to complex cases presented by Nick Burnett. It discusses using questions focused on solutions rather than problems, and moving the discussion towards progress rather than explanations. It provides examples of solution focused tools like the future perfect, where the problem is imagined to be solved, miracle questions, scaling questions, and affirming clients' strengths. Partners practice these techniques on sample issues. The document emphasizes small, specific actions and positive consequences of potential solutions.
How to always know the right sales questions to askSalesScripter
The document discusses how to ask the right sales questions at different stages of the sales process, including qualifying questions, pre-qualifying questions, closing questions, and general meeting questions. It also provides examples of different types of questions to ask prospects and describes when to use each type of question. The document promotes a sales methodology and software platform called SMART Sales System that is designed to provide sales scripts, templates, and training to help salespeople be more effective.
The Excellence Book: 50 Ways To Be Your BestKevin Duncan
BE AS EXCELLENT AS YOU CAN BE
The book draws together 50 ingenious thoughts to improve your attitude, your approach to life and work, the questions you ask, the decisions you make, and even your timing.
Attitude, approach, timing, questions and decisions are all covered, with ten provocative thoughts in each area.
This document discusses benefits management and expansion. It addresses philosophical questions around what constitutes a benefit and objectives. Several types of objectives are outlined, including delivering something intangible, good, or a shopping list of tangible benefits. The concept of an "inception benefit" that kicks everything off is introduced. Benefits management is defined as applying scarce resources to select and deliver appropriate benefits to stakeholders.
This document provides guidance on using a CHAMP approach to qualifying sales leads. It discusses assessing a prospect's Challenges, Authority, Money involved, and Priorities. It provides example questions to understand each area more fully. These include questions about the prospect's challenges and pain points, decision-making process, budgets, expectations for solutions, and priority levels of addressing issues. The document emphasizes understanding the prospect's situation in order to determine if a company is the right fit to address their needs. It also provides a template for creating a mutual close plan with prospects.
This document provides guidance to business owners on winning and retaining clients. It discusses identifying customer needs and expectations, developing a marketing and sales plan, focusing on customer service, creating a long-term business plan, and measuring performance. Business owners are encouraged to determine who their ideal customers are, what their customers want and expect, and how to exceed those expectations. They are also advised to develop specific marketing and sales strategies, establish clear customer service standards, and create a long-term plan with goals and review processes to track progress and make adjustments. The overall aim is for business owners to better understand their customers and make changes in their operations to attract more clients and keep existing ones satisfied.
Change 3.0 - Explore the 7 essential principles for organisational change fro...Wendy Nieuwland - Hill
What can you do to facilitate sustainable change in corporate / organisational settings? Change that will enhance the 'Antifragility' of your organisation. Help you learn how to keep on developing the flexibility and agility of your organisation?
How do you stimulate (behavioural) change from WITHIN the organisation? How can you use Clean Language & Systemic Modelling in an organisational change setting?
These are questions we continually ask ourselves, and have lead to an approach with principles rather than guidelines. Based around 7 essential principles to take into account. This slideshare provides a quick overview of these principles, including some questions you may ask yourself when you are not quite getting what you would like.
See more on: www.change3-0.eu
This document provides guidance on managing change and resistance to change. It discusses that people resist change due to uncertainty, lack of control, not understanding the need for change, and lack of trust from previous changes. However, people are more accepting of change when they feel in control of it and understand why it's needed. The document emphasizes that effective change requires honesty, transparency, consultation, and visible leadership. It outlines a GROW model for planning change, which involves setting goals, understanding current reality, brainstorming options, and creating an action plan to achieve the desired change. Regular communication and checking in on emotions are also important parts of the change process.
This document provides an overview of 4 simple coaching models: GROW model, SMART goals, OSCAR model, and scaling questions.
The GROW model uses Goal, Reality, Options, and Wrap Up/Will questions to help mentees set and achieve practical goals. SMART goals help make goals specific, measurable, attainable, relevant, and time-bound. The OSCAR model focuses conversations on desired Outcomes, the current Situation, Choices and consequences, and planned Actions and their review. Scaling questions use a 1-10 scale to help mentees visualize progress and identify small, achievable steps toward their goals.
Interviewer & interviewee skills the Solution Focus wayThe Glasgow Group
John Briggs & Gale Miller of the Solutions Behavioural Health Group Milwaukee did some research on the interview process. The goal of this document is to reframe the traditional interview ‘contest’. It suggests ways that avoid the surprises that can arise later and instead help both parties get what they want.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
Measure and Market: Basic Nonprofit Action & AnalysisBridget Brandt
This presentation by Bridget L. Brandt is an introduction to nonprofit analysis and is designed to teach nonprofit marketers how to survey, analyze data, and create an action plan. www.donorexperience101.com
This document provides guidance on managing one's career through effective planning. It discusses the importance of beginning with defining one's overall life goals and vision before making career decisions. Readers are prompted to do introspective questioning to clarify their values, strengths, influences, dreams and priorities to develop a clear understanding of what they want out of their career and life. Strategies covered include forming a career vision, creating an effective resume, preparing for interviews, negotiating job offers, and maintaining contentment and balance. The overall message is that taking time for self-reflection and goal setting allows one to make career choices that are fulfilling and sustainable long-term.
This document provides an overview of Solution Focused Brief Therapy (SFBT). It describes the core concepts and assumptions of SFBT, including that it takes a future-focused, goal-directed approach and places the client as the expert. The document outlines the SFBT conceptualization of problems, therapeutic goals, and the therapist's role. It details common SFBT interventions such as miracle questions, scaling questions, and exception questions. Finally, it discusses the evaluation of SFBT, noting both advantages like its brief nature but also potential disadvantages like lacking empirical research support.
Objectives sit in equilibrium with the external drivers that trigger them and the benefits that prove they are worthwhile. Benefits Management says "Start with the end in mind", so here's a process to pick the right end to start with.
Benefits Mapping as a tool for assuring change initiatives. Creative critical thinking to make a better informed decisions or produce a more robust result.
If Benefits Management can't explain its own benefits, who's going to want it? Here are some examples of what it achieves and why it's worth the effort.
This document discusses managing benefits in the long-term after a project has been completed. It addresses challenges such as ensuring benefits are realized and sustained over time, establishing ongoing accountability, and determining what outcomes stakeholders actually want. The document also provides guidance on creating a benefits measurement plan to track progress towards benefits realization over the project lifecycle and beyond. This includes identifying outcome and benefit measures, setting a measurement process and frequency, assigning responsibility for collection and storage of data, and producing regular reports.
The Benefits Dependency Network as a strategic planning tool. Examples shown are a supplier solution to meet the customer's strategic needs and a project's contribution to the organisation's portfolio.
This document provides an introduction to benefits management. It defines key terms like benefits, outcomes, features and stakeholders. It emphasizes the importance of identifying tangible benefits that are linked to organizational objectives and can be measured. An effective benefits management process focuses on a few significant benefits that can be successfully delivered rather than attempting to manage too many. Stakeholder analysis and commitment are also important to ensure benefits are realized. The challenges of benefits management include loose linkage to business needs and an overfocus on technology implementation rather than business value.
A short compare / contrast exercise of ways to display programme and project benefits in different styles of Benefits Map and Benefits Dependency Network
Benefits Dependency Network Short GuideDavid Waller
This document provides information about benefits dependency networks (BDNs), which are a tool used in benefits management. It explains that a BDN shows the chains of cause and effect between ends (what you want to achieve), ways (what you do), and means (what you use). The document provides examples of how to construct a BDN by sorting items into these categories. It emphasizes that BDNs help ensure objectives are rational and appropriate by analyzing the activities and benefits required to deliver each objective. The document also notes some observations about how BDNs can help address issues like a lack of radical change and validating existing plans rather than strategic objectives.
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.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
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/
2. Six dumb questions that deserve smart answers
1.What does ‘good’ look like round here?
2.What’s the point of this change?
3.Who is it really for?
4.What do they actually want?
5.How do we get this done?
6.What makes this option better than Plan B?
3. What does ‘good’ look like round here?
•What does good look like round here?
•How do you know you are doing a better job this week than
you did last week?
•If you can’t measure the impact of any change, how will you
know it’s been worthwhile?
4. What’s the point of this change?
•What’s the point of this change?
•There should be a ‘because’ statement behind every
objective
•You start with the end in mind, so you need a clear, agreed
understanding of what that end will be
5. Who’s it really for?
•Who is it really for?
•Who are the appropriate stakeholders for your change?
•Who it’s really for isn’t as obvious as it looks at first sight
6. What do they actually want?
•What do they actually want?
•A benefit is a result that a stakeholder perceives to be of
value
•Perception beats reality nearly every time
7. How do we get this done?
•How do we get this done?
•Up to this point, you’ve got something aspirational, a great
idea in theory
•How far does your influence extend?
•Does everyone involved understand and agree who must do
what?
•Have you made promises that aren’t yours to keep?
8. What makes this option better than Plan B?
•What makes this option better than Plan B?
•Why is it the best use of your scarce resources?
• Unless you own your business, you’re responsible for
spending other people’s money
Have you ever read a business case, got to page 10 and still not understood what it was for? Worse, have you scrabbled to realise the benefits when no-one could explain why they bought the kit in the first place? We live in a complex world with no simple answers, but maybe there are some simple questions that could help.
Behind every business change there are six seemingly naïve questions:
What does ‘good’ look like round here?
What’s the point of this change?
Who is it really for?
What do they actually want?
How do we get this done?
What makes this option better than Plan B?
The questions are simple, so simple that they are rarely asked. There’s that nagging ‘Emperor’s new clothes’ feel to them:
“Am I the only one who doesn’t get this?”
“Are you really that ignorant or just causing mischief?”
“We’re committed now. How much trouble will I cause if I raise my doubts after we’ve invested so much?”
The answers aren’t simple at all though. Your environment is complex and the cost of investigation may be too high. You may have to compromise. That’s fine, don’t let perfection be the enemy of the good. On the other hand, answers like, “It’s priceless” and “How long is a piece of string?” really won’t cut it.
Your colleagues may not know the answers. They may know but not want to tell you. You may learn more about the culture of your organisation than you do about the change you’re planning to make. If asking your own organisation is awkward, asking your customers, suppliers and partners won’t be any easier.
So why ask the questions if they will bring such grief? A few awkward conversations up front will save an awful lot of waste and unpleasantness down the road.
What does good look like round here?
This sets the scene. Understand your Vision, Mission, raison d’être, the things you must do and how you know when you are doing them well.
Let’s assume that the general reason for any change is to improve something. You’re not deliberately setting out to make things worse. You need to know the baseline of how things are now. How do you know you are doing a better job this week than you did last week? You must be able to tell if things are getting better or worse and by how much. In other words you have to have KPIs that really indicate how you are performing against the key things that matter. That means knowing what those key things are in the first place. If you can’t measure the impact of any change, how will you know it’s been worthwhile?
What’s the point of this change?
The reasons why we make a change affect the way in which we go about making it. You rent a shop on the High Street for the ‘presence’, to let customers examine the goods before they order online. It will have the space and style to encourage them to stay and browse but it won’t need the storage and logistics to shift large amounts of stock. There should be a ‘because’ statement behind every objective, even if it’s implicit, “We will do this because…”
You start with the end in mind, so you need a clear, agreed understanding of what that end will be.
Who is it really for?
Who are the appropriate stakeholders for your change? Who wants it? Who controls how it will happen? Who should receive the benefits? When told that it’s for the customers, remember that there are a number of gatekeepers and advocates between you and your actual customers. You may not be giving the customer what they want so much as giving the Marketing Department what they believe the customer wants. This might not be a bad thing but it is something to keep in mind. Who it’s really for isn’t as obvious as it looks at first sight.
What do they actually want?
A benefit is a result that a stakeholder perceives to be of value. So, having identified the right stakeholders, what do they perceive as being valuable? Perception beats reality nearly every time and perception is subjective. It isn’t easy deciding who the change is for. It’s even harder working out what they genuinely want, whether you can feasibly deliver it and if it’s worth the cost.
How do we get this done?
I used to think that feasibility was part of the next question, ‘Better than Plan B’. If you couldn’t do it efficiently and effectively then you didn’t have the right option. I’ve now decided that feasibility needs more leadership and this has to be looked at separately.
Up to this point, you’ve got something aspirational, a great idea in theory. So, let’s spoil it all by dragging it back down to reality. “How do we get this done?” moves you on from design to implementation. It reminds you that the results (“What do they actually want?”) will have to be managed in. It’s not just the technology, it’s the objectives and the benefits and all the business change needed to achieve them. Do you control the levers, how far does your influence extend?
You’ve found out who it’s really for and what they actually want. What about all the others who will have to take part in delivering it? Will they do what’s needed? Does everyone involved understand and agree where the boundaries of responsibility lie and who must do what? Have you made promises that aren’t yours to keep?
These issues must be resolved before you can worry properly about the time and resources needed and start drawing up plans.
What makes this option better than Plan B?
Feasibility brings us to our last question, why is this change the best option to take? Why is it the best use of your scarce resources? When you are dealing with profit and finance then the comparison will be relatively (!) straightforward. If you’re looking at Social Return on Investment then life can get just a little more messy. That doesn’t mean that you shouldn’t try though. Unless you own your business, you’re responsible for spending other people’s money so you ought to spend it wisely.
Naïve questions but complex answers
It’s easy to ask the questions, not so easy to get good answers. Ask them at the start, before you’ve invested too much resource and emotion. Use them to select your projects rather than evaluate them after the event. If you do ask them late into the project, at least try to answer the questions honestly and as best you can. Once you know the answers you can improve the present situation and learn valuable lessons for next time.
Bad answers don’t always mean you should stop anything. You can always change the change, do it differently, do something different. Once you’ve got good answers then you’ll have the satisfaction that you’ve picked the right thing to do and the confidence that you can deliver it.