This is a book review of the book titled 'Smart things to know about change' done for the first semester of my MMS degree. Very proud of this one and how it came out :)
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Journal Multimedia 30th Anniversary, 11/7/14
Juggling the Possibilities! Presentation Slides
A fun, interactive session to motivate and empower staff to think more creatively and work together more effectively.
In this session, we explore...
How to Create a Dynamic Balance in Work and Life by:
- Strengthening Connections between the "Balls" we Juggle
- Exercising Flexibility, Patience and Consistent Practice
- Adopting a Positive Outlook and Viewing Obstacles as Opportunities
- Learning from the Drops!
- Prioritizing Tasks
How to Create Change by:
- Exploring Innovative Solutions to Build Relationships with and Offer Value to Clients and Co-workers.
- Taking Risks and Trying Something New!
- Using Methods of Creative Problem Solving to Create a Plan of Action
- Utilizing Strategies of Effective Collaboration
Why Great Leaders Must Unlearn to Succeed in Today’s Exponential WorldKaiNexus
March 6 from 1:00 - 2:00 ET
Presented by Barry O'Reilly
In this session, you will:
Learn to use a systematic approach to adapting your behaviors and mindset in order to meet the demands of an exponential rate of innovation.
Discover how to let go, reframe, and rethink past successes in order to succeed in the future.
Identify and address the personal obstacles that you need to unlearn.
Challenge your thinking, get outside your comfort zone, and achieve results beyond what you thought was possible.
Effective leadership comes with a large learning curve. In today’s rapidly evolving business climate, this is truer than ever for seasoned leaders and entrepreneurs alike.
Many leaders rely too heavily on past achievements, practices, and ways of thinking to drive positive business results today, but they often need to unlearn those behaviors before they can take a step forward.
Join executive coach Barry O’Reilly as he breaks down a transformative framework that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.
"Unlearn: Let Go of Past Success to Achieve Extraordinary Results" shows leaders and entrepreneurs how to deliberately move away from once-useful mindsets and outdated behaviors that were effective in the past and embrace new behaviors that are effective in a world ripe with emerging technologies and accelerated change.
Barry O'Reilly
Barry O’Reilly is a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation.
Barry works with business leaders and teams from global organizations that seek to invent the future, not fear it. Every day, Barry helps with many of the world’s leading companies, from disruptive startups to Fortune 500 behemoths, break the vicious cycles that spiral businesses toward death by enabling culture of experimentation and learning to unlock the insights required for better decision making, higher performance and results.
Barry is the author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results, and co-author of the international bestseller Lean Enterprise: How High Performance Organizations Innovate at Scale—included in the Eric Ries series, and a Harvard Business Review must read for CEOs and business leaders. He is an internationally sought-after speaker, frequent writer and contributor to The Economist, Strategy+Business, and MIT Sloan Management Review.
Barry is faculty at Singularity University, advising and contributing to Singularity’s executive and accelerator programs based in San Francisco, and throughout the globe.
Barry is the founder of ExecCamp, the entrepreneurial experience for executives, and management consultancy Antennae.
His mission is to help purposeful, technology-led businesses innovate at scale.
This is a presentation I gave at my college (Department of Business Administration Aligarh Muslim University) It is based on an article written by Stewart D Friedman published in the Havard Business Review in April 2008
Sep 2018 Vancouver Dev Manager Talk on managers being leaders and motivating teams; focusing on actual examples I was experimenting with at Hootsuite -- so maybe something real people could take away.
HBR Article by Stevart D. Friedman
This article gives an outline to describe the relationship between possessing good leadership style and enjoying a richer life. Here, the richness not only symbolizes the monetary value but tangible richness.
Resilience training to create strategy-fitnessRod Warner
Its really hard to implement strategy and large scale change! Together with strategy engagement activities, people resilience is the vital element in making strategy work. Resilience enables people in all levels of the organisation cope with setbacks, unwelcome change and keeps the pressures from work and life challenges positive:
• Leaders need to cope with their own stress, and to display this resilience in their leadership. They also need the tools to coach their Team Members when their resilience is lagging.
• Team Members need to be able to stay task focused and productive whilst experiencing disruptive and even unwelcome change. They need to be able to keep home and work stress separate, and not allow negative stress from one area to influence the other.
Effective strategy engagement combined with people resilience creates strategy-fitness. It reflects the capacity of the people in the organisation to deliver the organisation’s strategy.
It’s important to understand the different reactions in your team to large scale change:
• The Flourishing are characterised by being open to and embracing the change, growing and learning and have a positive attitude.
• The Quitters start off enthusiastically, but become disillusioned when the going gets tough, blame others, become resentful and withdraw.
• The Drowning are very soon overwhelmed by the change, become negative and dejected, and do the minimum to comply.
• The Resisters are characterised by narrow thinking, being stubbornly unconvinced, resist change and are often loudly critical.
For successful implementation of strategy, the impact of the Flourishing should ideally be greater than the combined impact of the Quitters, Drowning and the Resisters.
Fortunately, you can shift the Quitters, Drowning and Resisters. With our research-based training and its proven track record, people throughout the organisation will become strategy-fit and better able to deliver on tough performance contracts.
Leaders learn in our intensive two-day Resilient Leadership workshop, the tools and techniques they need to keep stress positive in their own lives. They assess their Team Members strategy-fitness and learn 3 coaching techniques to address the Quitters, the Drowning and the Resisters. The outcome of the training is the leaders are better able to cope with stress, enhance the resilience of their teams, and critically, coach team members when their resilience lags.
Team Members learn in our two day Building Resilience workshop, the practical tools and skills to bounce back from difficult organisational and life events, such as significant change, setbacks and hardship. They learn tools to not only cope with adversity, but also how to emerge stronger and more resourceful. The outcome is they are able to resist stressful experiences impacting on their job productivity, remain task-focused, deal with multiple demands, and stay calm and healthy
Journal Multimedia 30th Anniversary, 11/7/14
Juggling the Possibilities! Presentation Slides
A fun, interactive session to motivate and empower staff to think more creatively and work together more effectively.
In this session, we explore...
How to Create a Dynamic Balance in Work and Life by:
- Strengthening Connections between the "Balls" we Juggle
- Exercising Flexibility, Patience and Consistent Practice
- Adopting a Positive Outlook and Viewing Obstacles as Opportunities
- Learning from the Drops!
- Prioritizing Tasks
How to Create Change by:
- Exploring Innovative Solutions to Build Relationships with and Offer Value to Clients and Co-workers.
- Taking Risks and Trying Something New!
- Using Methods of Creative Problem Solving to Create a Plan of Action
- Utilizing Strategies of Effective Collaboration
Why Great Leaders Must Unlearn to Succeed in Today’s Exponential WorldKaiNexus
March 6 from 1:00 - 2:00 ET
Presented by Barry O'Reilly
In this session, you will:
Learn to use a systematic approach to adapting your behaviors and mindset in order to meet the demands of an exponential rate of innovation.
Discover how to let go, reframe, and rethink past successes in order to succeed in the future.
Identify and address the personal obstacles that you need to unlearn.
Challenge your thinking, get outside your comfort zone, and achieve results beyond what you thought was possible.
Effective leadership comes with a large learning curve. In today’s rapidly evolving business climate, this is truer than ever for seasoned leaders and entrepreneurs alike.
Many leaders rely too heavily on past achievements, practices, and ways of thinking to drive positive business results today, but they often need to unlearn those behaviors before they can take a step forward.
Join executive coach Barry O’Reilly as he breaks down a transformative framework that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.
"Unlearn: Let Go of Past Success to Achieve Extraordinary Results" shows leaders and entrepreneurs how to deliberately move away from once-useful mindsets and outdated behaviors that were effective in the past and embrace new behaviors that are effective in a world ripe with emerging technologies and accelerated change.
Barry O'Reilly
Barry O’Reilly is a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation.
Barry works with business leaders and teams from global organizations that seek to invent the future, not fear it. Every day, Barry helps with many of the world’s leading companies, from disruptive startups to Fortune 500 behemoths, break the vicious cycles that spiral businesses toward death by enabling culture of experimentation and learning to unlock the insights required for better decision making, higher performance and results.
Barry is the author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results, and co-author of the international bestseller Lean Enterprise: How High Performance Organizations Innovate at Scale—included in the Eric Ries series, and a Harvard Business Review must read for CEOs and business leaders. He is an internationally sought-after speaker, frequent writer and contributor to The Economist, Strategy+Business, and MIT Sloan Management Review.
Barry is faculty at Singularity University, advising and contributing to Singularity’s executive and accelerator programs based in San Francisco, and throughout the globe.
Barry is the founder of ExecCamp, the entrepreneurial experience for executives, and management consultancy Antennae.
His mission is to help purposeful, technology-led businesses innovate at scale.
This is a presentation I gave at my college (Department of Business Administration Aligarh Muslim University) It is based on an article written by Stewart D Friedman published in the Havard Business Review in April 2008
Sep 2018 Vancouver Dev Manager Talk on managers being leaders and motivating teams; focusing on actual examples I was experimenting with at Hootsuite -- so maybe something real people could take away.
HBR Article by Stevart D. Friedman
This article gives an outline to describe the relationship between possessing good leadership style and enjoying a richer life. Here, the richness not only symbolizes the monetary value but tangible richness.
Resilience training to create strategy-fitnessRod Warner
Its really hard to implement strategy and large scale change! Together with strategy engagement activities, people resilience is the vital element in making strategy work. Resilience enables people in all levels of the organisation cope with setbacks, unwelcome change and keeps the pressures from work and life challenges positive:
• Leaders need to cope with their own stress, and to display this resilience in their leadership. They also need the tools to coach their Team Members when their resilience is lagging.
• Team Members need to be able to stay task focused and productive whilst experiencing disruptive and even unwelcome change. They need to be able to keep home and work stress separate, and not allow negative stress from one area to influence the other.
Effective strategy engagement combined with people resilience creates strategy-fitness. It reflects the capacity of the people in the organisation to deliver the organisation’s strategy.
It’s important to understand the different reactions in your team to large scale change:
• The Flourishing are characterised by being open to and embracing the change, growing and learning and have a positive attitude.
• The Quitters start off enthusiastically, but become disillusioned when the going gets tough, blame others, become resentful and withdraw.
• The Drowning are very soon overwhelmed by the change, become negative and dejected, and do the minimum to comply.
• The Resisters are characterised by narrow thinking, being stubbornly unconvinced, resist change and are often loudly critical.
For successful implementation of strategy, the impact of the Flourishing should ideally be greater than the combined impact of the Quitters, Drowning and the Resisters.
Fortunately, you can shift the Quitters, Drowning and Resisters. With our research-based training and its proven track record, people throughout the organisation will become strategy-fit and better able to deliver on tough performance contracts.
Leaders learn in our intensive two-day Resilient Leadership workshop, the tools and techniques they need to keep stress positive in their own lives. They assess their Team Members strategy-fitness and learn 3 coaching techniques to address the Quitters, the Drowning and the Resisters. The outcome of the training is the leaders are better able to cope with stress, enhance the resilience of their teams, and critically, coach team members when their resilience lags.
Team Members learn in our two day Building Resilience workshop, the practical tools and skills to bounce back from difficult organisational and life events, such as significant change, setbacks and hardship. They learn tools to not only cope with adversity, but also how to emerge stronger and more resourceful. The outcome is they are able to resist stressful experiences impacting on their job productivity, remain task-focused, deal with multiple demands, and stay calm and healthy
How to Lead Change When You Don't Have the Time Phil Buckley, Change with C...Phil Buckley
Many leaders quickly launch a change initiative without defining and creating the environment that will help people take on new ways of thinking and acting.
Here are three simple steps that will engage people and enable a change. They will save you time, especially when you don't have it to spare.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Your company’s culture is an important factor in attracting and retaining top talent. In this webinar, OnPoint Consulting President, Rick Lepsinger covers the importance of company culture, what factors contribute to a strong culture and how to lead cultural transformation.
One of the most extensive and coolest presentations i have made so far on the IT act in India, its implementation and an overview of cyber crimes in India
Impact of microfinance on the indian economyMeghana Bhogle
This is a presentation i made for my first year as a management student. An overview of micro-credit and it's advantages as also the various organizations that help facilitate the same
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
4. Frustrating, Multi-Patterned,
life bringing rhythm of life
A very big thing:
Resist it, job loss
Major disruption, Not very
good at it
Another change coming
Confusion, prefer not
happening
5. THE PRINCIPLES
Awareness: know what you want ,where you are
Alignment: change behaviors, attitudes, work with
what works discard what doesn’t
6. BURNING THE OLD HOUSE
DOWN OF CHANGE
Prime mover
Modern Organizations
First step towards
change
Fear
7. 10 CHANGE TRUTHS
Decide what you want
Really want the change
Own it
Be realistic
Know what gets in the way
Be positive
Be optimistic
Let it happen
Be aware
Be grateful
9. HOW THE WORLD IS CHANGING
YESTERDAY TODAY
• Leaders demanded • Leaders encourage self-
respect respect
• Shareholders came first • Customers come first
• Employees took orders • Teams make decisions
• Value was extra • Value is everything
• Managers directed • Managers delegate
• Profits earned through • Profits are earned with
expediency integrity
11. Change as a target
Organization a machine
Project management world
Change as a cycle
People at different stages of cycle
Change fatigue
12. Change as organic system in stable
equilibrium
Constant improvement
Seven attributes of organization
Change as biological development
Constant process, well-ordered solutions, what works,
creates possibilities, attracted to order, organizes
around identity, everything participates in creation
17. VISION STAGE
•What are the main goals that this vision suggests?
•How realistic is this vision?
•Can we afford it?
•What are the obstacles that the organization will
face during this process?
18. ANALYSIS
STAGE
•How does this organization tend to think/behave?
•What is the capacity of this organization for a
change?
•What are our strengths and weaknesses?
19. RE-DESIGN STAGE
•Who needs to be in the change team?
•What new structure, job roles, job specifications or
personnel are required?
•What level and type of outside help do we need?
•Will it be possible to do a test-run of the redesigned
process before rolling it out in the whole
organization?
20. IMPLEMENTATION STAGE
•Are the new training needs that this change requires
being addressed?
•How excited to people appear about the change?
•How able do they feel in their new roles, positions
and behaviors?
21. REVIEW STAGE
•Are the deadlines being met?
•What are our continuing budget and resources
needs?
•How are we recording this learning so that the
future generations in this company know what
happened?
27. THE TRUTH ABOUT RESISTANCE
TO CHANGE
WHAT THEY SAY
We’ve never done it
It can’t be done like that
The customer won’t like it
The technology can’t do that
It would take too long
We don’t have enough resources
28. COMING TO TERMS WITH
CHANGE
Stage 1: Denial and Isolation
Stage 2: Anger
Stage 3: Bargaining
Stage 4: Depression
Stage 5: Acceptance
30. SMART THINGS TO KNOW ABOUT
CORPORATE CULTURE
We create Culture
Some choose to continue with the same past culture
Some strong leaders shape the new culture
Culture can also suppress performance
Not just changing Company’s culture but also
Universal Culture
Changes continuously over a period of time
Its selective
Cultures are inherently separatist
31. KEY TO CHANGING CULTURE
•Knowing what you want
•Aligning everything behind your
vision creates culture
32. GAINING COMMIMENT BY
AGREEING SHARED BENEFITS
Ask yourself: what’s in it for me?
Ask your main stakeholders: what’s in it for them?
Agree a shared understanding of the measures for
success
Write a Change compact
Write plan and adjust your compact document if
necessary
Publish and agree the compact version
Set up the organizational scanners
33. DRIVING ORGANIZATIONAL
CHANGE
The Leadership Dimension
The Change Team Dimension
The Employee Dimension
35. THE CORELATION
Questions =
Curiosity
Reflection Theory =
= Honesty Creativity
Action = Courage
36. THE 4 DEPARTMENTS
Department Q
Department T
Department A
Department R
37. ELEMENTS OF FUN
The fun thing is an entirely subjective
phenomenon
What is fun for me is not necessarily fun for you
• Connection
• Achievement
• Joy
• Freedom
38. CHANGE IS WORTH
CELEBRATING
• Purpose
• Appropriate Venue
• Powerful Music
• Ritualized Behaviour
• Costumes And Symbols
• Storytelling
• Structure
• Participation
39. PRECEPTS FOR SMART CHANGE
MASTER
• Precept 1
Learn how to handle Frustration
Any great success is accompanied by great
frustration
• Precept 2
Learn to reframe things that bring you pain
• Precept 3
Learn to handle Criticism
40. • Precept 4
Learn when to make change
First when we have Disengaged or without any goal
Secondly when we are Disoriented or not satisfied
• Precept 5
Don’t waste your time doing anything which is not
in alignment with your vision or purpose
• Precept 6
Finally, remember that organisations don’t change,
people do
Always try to be a good change agent