This document describes the behaviours essential for
effective performance at SODEI and are key to achieving
results now, and in the future - playing a fundamental role in
helping us deliver our strategy. Together with behavioural
indicators, they underpin our people strategy and define
how we approach our work through our skills, knowledge and
experience in the most effective way possible.
Planning and organizing at supervisory levelSuraj Jadhav
This will help people who seek for the basic function of Management at basic level. they will understand the each concept of planning and organizing functions in this presentation.
Planning and organizing at supervisory levelSuraj Jadhav
This will help people who seek for the basic function of Management at basic level. they will understand the each concept of planning and organizing functions in this presentation.
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
These are the slides from our Leadership Fundamentals, leadership development class. from week 5. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
These time-honored tools and techniques can help companies transform quickly. And watch the video “How to Lead Change Management": http://youtu.be/PQ0doKfhecQ.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
What does it take to become a leader? This presentation lists leadership imperatives and the action verbs required by managers to turn into transformational leaders
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
These are the slides from our Leadership Fundamentals, leadership development class. from week 5. This is a base level of leadership training that discusses leadership styles. This was presented by Arthur Ocain.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
These time-honored tools and techniques can help companies transform quickly. And watch the video “How to Lead Change Management": http://youtu.be/PQ0doKfhecQ.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
What does it take to become a leader? This presentation lists leadership imperatives and the action verbs required by managers to turn into transformational leaders
Presentation from the final session a the CORE retreat - thinking about change, transformation, the future and how we as a company can be positioned to serve our community and clients to prepare them for their future and not our past.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
Strategic Health Leadership (SHELDR) Consulting Group MasterDouglas Anderson
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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.
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
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.
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.
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/
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
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
3. This document describes the behaviours essential for
effective performance at SODEI and are key to achieving
results now, and in the future - playing a fundamental role in
helping us deliver our strategy. Together with behavioural
indicators, they underpin our people strategy and define
how we approach our work through our skills, knowledge and
experience in the most effective way possible. The
document:
Does;
• provide clear and consistent behaviours against which we
are all accountable
• support everyone to focus on strengths and define areas
for development
• act as a recruitment too, both internally and externally
• center behaviours for our performance development
review process recognizing not only what you did, but how
you did.
Doesn’t:
• define required technical knowledge and
accountabilities
• list how to display each behaviour.
The above can be found in job descriptions, plans and
through conversations with Lead Managers.
How it woks?
• 1 Everyone: the level all staff/volunteers are expected
to display, regardless of role.
• 2 Lead: who line manages another staff/volunteer/team
• 3 Director/Head: typically a member of the senior
management
These levels are cumulative, which means somebody
operating as a Director would also be expected to be
demonstrating the behaviours from the other two levels.
Introduction
4. 1.Collaboration
1 2 3
Brings people with them on the journey •
Challenges and addresses ‘silo attitudes’; insisting on considering the wider charity in decision making •
Challenges when appropriate •
Communicates and shares success with the wider charity •
Creates an inclusive organisational culture; open to challenge, welcoming differing perspectives •
Empathetic and approachable •
Honest and transparent •
Listens, seeks views and shares information •
Maximises opportunities to engage with others to help achieve shared goals •
Proactively manages relationships •
Respectful of different perspectives and opinions •
Role models interpersonal skills and adapts style to build consensus and trust •
Uses team member’s strengths, emphasising support and challenge •
Works together with others to achieve greater impact while building rapport and engagement.
• Everyone • Lead • Director
5. 2.Ownership
1 2 3
Can influence, irrespective of hierarchy •
Coaches their team to high performance, empowering them to find their own solution •
Communicates strategic decisions with transparency •
Delegates work clearly and effectively, pre-empting workload and development of others in planning •
Encourages their team to take a problem-solving approach; breaking down hierarchy and empowering
people to fix things themselves
•
Ensures that team is focussed on goals and are proactive in flexing plans to ensure goals are delivered •
Ensures the team is clear on accountability and ownership from the outset •
Facilitates the development of their team •
Helps remove barriers to success •
Is accountable for their performance and project; owning the plan and ensuring its delivery •
Is accountable for their team and performance; owning the plan and ensuring its delivery •
Motivates the team towards shared goals •
Positive and constructive •
Resourceful, organised and plans effectively •
Takes ownership for delivery and holding others to account •
Visible as a leader, establishing a strong direction and vision •
Demonstrating pride and passion for what we do and communicating our purpose with clarity and accountability.
• Everyone • Lead • Director
6. 3.Agility
1 2 3
Balances shifting priorities, ensuring the delivery of both short-term and long-term priorities • •
Engages opinion from the team and makes quick but informed decisions •
Ensures team are motivated and supported through pressure and change •
Ensures the team receive information at the right time •
Has clarity of vision and purpose, but shows flexibility to be responsive to demands •
Nurtures an environment that normalise change •
Proactive and flexible in responding to stakeholder needs •
Promotes collaboration as a mechanism for enhancing agility •
Provides strategic rationale for change •
Recognises, manages and improves throughout change •
Role models that being agile doesn’t have to mean doing more •
Sets reasonable limits to change and manages the impact to workplan; listening for trade offs and
helping teams to reprioritise
•
Supports team in balancing work priorities appropriately •
Supports team in drawing on resources across the charity efficiently to ferment agility •
Exhibiting responsiveness and being proactive in supporting an agile culture, demonstrating a learning mindset, respecting
and collaborating with others with a focus on delivering value and adapting to change.
• Everyone • Lead • Director
7. 4.Valuation
1 2 3
Adjusts plans to align to the strategy •
Considers issues and opportunities outside of own expertise •
Develops commercial focused strategy which delivers improvement in output, quality and cost •
Ensures their team understands how they can contribute to the strategy •
Has a Children+Youth first ethos •
Has an appreciation and understanding of spending priorities across the charity •
Is aware of the wider charity environment and the value targets •
Leads with a Children+Youth first ethos •
Manages budget effectively •
Prioritises revenue generating activity whilst delivering exceptional service •
Pursues commercial opportunities to generate revenue or reduce costs •
Runs a tight ship; ensuring tight controls of finance, resources and contracts •
Takes a balanced view of wider impact, including impact when making changes •
Understands how they can support the strategy •
Understanding our environment and having a financial mind-set, ensuring all activities deliver value.
• Everyone • Lead • Director
8. 5.Innovation
1 2 3
Accepts all innovations aren’t successful; but ensures lessons are drawn when things don’t go well •
Challenges a mind-set of ‘it’s what we’ve always done’ •
Champions, obtains and provides resources to enable implementation •
Consistently thinks about approaches with the view to improve •
Creates a culture where creativity is rewarded and supported •
Enables and encourages their team to be bold •
Encourages and values new ideas •
Ensures that opportunities for advancement are acted on •
Is a ‘magpie’; exploring, sharing and integrating good practice into their own work •
Is willing to take risks and generate new ideas •
Leads a culture which supports failing well and learning from it; accountable for ensuring all projects
have lessons learned and review built in from the outset
•
Learns from mistakes •
Provides team with risk free space to be creative •
Strives to continuously improve their own and their team’s performance with reviews built into all
work
•
Having a bold thinking and the energy and tenacity to drive change and improvement by learn from their mistakes; innovating
in small steps together with big leaps.
• Everyone • Lead • Director
9. 6.Reasoning
1 2 3
Acts mindfully to identify and mitigate risk to strategy •
Always use evidence to make decisions and support arguments •
Encourages and consults on the use of data and analysis •
Ensures data is accessible and up to date by checking with appropriate experts •
Ensures team is equipped with skills necessary to use data and engage data experts appropriately •
Ensures team output can be measured and supports the team to create appropriate metrics •
Ensures there are metrics and KPI in all projects, demonstrating the link to the organisational strategy •
Role models and challenges using evidence-based behaviours •
Sets out the team’s framework but allows freedom to develop the details •
Structures their thinking •
Uses data to challenge; championing facts over assertion and group think •
Uses insight and logic to influence •
Uses regular analysis to build strategy, plan and deliver •
Gathering information, analyzing, problem-solving, and making evidence driven and informed decisions.
• Everyone • Lead • Director
10. Here is how we embed the behaviours into our people
strategy.
Recruitment
Embedding our behaviours within recruitment helps us
recruit people who align with our core behaviours.
Job descriptions
Each job description provides an overview of the key
responsibilities for the role as well as a person profile which
describes the qualities (skills, knowledge, experience,
success criteria and behaviours) a person needs to excel.
The behaviours section reflects the most relevant
indicators for that role.
Selection
Our behaviours are embedded in our selection tools, for
example through behaviour based interviews.
When recruiting, we ask questions targeted at obtaining
evidence for a specific behaviour. Candidates need to
provide concrete examples of when they demonstrated the
behaviour in question.
Performance Management
Using behaviours within our performance management
processes helps us to improve performance by clearly
outlining and recognizing what is expected of us in terms of
how we do our job as well as what we deliver.
Performance at SODEI incorporates two key elements:
• What specific objectives we’re aiming to achieve; and
• How we work to achieve our objectives.
Learning and Development
A set of behaviours is used to help us to lead our
development and identify areas of focus. We use it to take a
targeted approach to building our learning and development
activities and identify the behaviours individuals, teams or
the organization need to develop and direct our efforts
where it is needed most.
Using Behaviours