The document summarizes key quotes from the book "Start With Why" by Simon Sinek. It discusses how great leaders inspire others by communicating their beliefs and values, and starting with an understanding of why they do what they do. Companies that are clear about their higher purpose can attract motivated employees and inspire loyalty. Leaders create environments where great ideas can happen by focusing on purpose over specific goals or metrics. Understanding an organization's why allows everyone to make decisions that support its long-term interests.
Hi, my name is Eduardo awareness. I'm a president and general manager of one of the most important human resource company in Ecuador. I was lucky to attend one of Omar Hamad presentations. During the capital of Cuba during the human capital forum in Quito.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document summarizes an interview between Joe Dager and Sarah Lewis about positive change and appreciative inquiry. Some key points:
- Sarah is the director of Appreciating Change consultancy and author of books on appreciative inquiry and positive psychology.
- Positive psychology research shows focusing on strengths and what's working leads to more sustainable organizational change than examining problems.
- Appreciative inquiry uses large group participation to understand strengths and co-create a shared vision and plans for change, increasing ownership.
- SOAR framework is an alternative to SWOT analysis that focuses discussion on strengths, opportunities, aspirations and results in a positive way.
The document discusses how a leader's energy, love, and passion impacts the culture of an organization. It states that a leader's optimism and vision are important for inspiring employees, but that building trust and engaging relationships are also necessary to achieve goals. It emphasizes nurturing culture, communicating positively, and showing appreciation to employees.
This document discusses engaging and retaining employees through the employment life cycle. It begins with assessing current employee engagement levels and outlines the agenda. Engagement is important because of high costs associated with employee turnover and lost productivity. Statistics show only 29% of employees are engaged while 54% are not engaged. The relationship with one's immediate supervisor is the single most influencing variable on engagement. The document then outlines strategies for each stage of the employment life cycle: attracting, recruiting/selecting, onboarding, developing, recognizing employees. It emphasizes the importance of communication, leadership, and human resources in driving engagement. The session reviews key ways to engage employees like better communication and showing appreciation.
1. The document provides biographical information about Tri Junarso, an author and president director of a consulting company in Indonesia. It lists some of his books on topics like corporate governance, principles of success, human resources, and leadership.
2. In 2009, Tri Junarso introduced a new leadership style called "Greatness-Cored Leadership". The document provides contact information for two of Tri Junarso's company offices in Indonesia.
3. The document presents brief biographical details about Tri Junarso's background and experience in fields like engineering, management, motivation and leading people. It provides a high-level overview of Tri Junarso's body of work focusing on leadership and business topics.
This document provides summaries of four New York Life employees who exemplify leadership qualities:
1) Philip Cavan started as a phone salesperson and worked his way up to Corporate Vice President through hard work and helping others realize their potential.
2) Maambo Mujala is an Actuarial Associate who leads by example and builds relationships between teams to improve collaboration.
3) Christopher Elson balances enforcing compliance rules with providing excellent customer service by treating all people with respect.
4) Serene Zegarelli keeps marketing team members focused and committed to projects through effective communication and motivation.
The Secret To Embracing Continuous Change 1JackieHudson
The document discusses embracing continuous change and unleashing human potential through leadership. It discusses how the pace of change is accelerating and leadership requires embracing change. It promotes the Master of Business Leadership system for developing the awareness, tools, insights and habits needed for inspirational leadership and guiding organizations through continuous change. The system provides coaching to help leaders engage hearts and minds to achieve better results with less effort and more fun.
Hi, my name is Eduardo awareness. I'm a president and general manager of one of the most important human resource company in Ecuador. I was lucky to attend one of Omar Hamad presentations. During the capital of Cuba during the human capital forum in Quito.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document summarizes an interview between Joe Dager and Sarah Lewis about positive change and appreciative inquiry. Some key points:
- Sarah is the director of Appreciating Change consultancy and author of books on appreciative inquiry and positive psychology.
- Positive psychology research shows focusing on strengths and what's working leads to more sustainable organizational change than examining problems.
- Appreciative inquiry uses large group participation to understand strengths and co-create a shared vision and plans for change, increasing ownership.
- SOAR framework is an alternative to SWOT analysis that focuses discussion on strengths, opportunities, aspirations and results in a positive way.
The document discusses how a leader's energy, love, and passion impacts the culture of an organization. It states that a leader's optimism and vision are important for inspiring employees, but that building trust and engaging relationships are also necessary to achieve goals. It emphasizes nurturing culture, communicating positively, and showing appreciation to employees.
This document discusses engaging and retaining employees through the employment life cycle. It begins with assessing current employee engagement levels and outlines the agenda. Engagement is important because of high costs associated with employee turnover and lost productivity. Statistics show only 29% of employees are engaged while 54% are not engaged. The relationship with one's immediate supervisor is the single most influencing variable on engagement. The document then outlines strategies for each stage of the employment life cycle: attracting, recruiting/selecting, onboarding, developing, recognizing employees. It emphasizes the importance of communication, leadership, and human resources in driving engagement. The session reviews key ways to engage employees like better communication and showing appreciation.
1. The document provides biographical information about Tri Junarso, an author and president director of a consulting company in Indonesia. It lists some of his books on topics like corporate governance, principles of success, human resources, and leadership.
2. In 2009, Tri Junarso introduced a new leadership style called "Greatness-Cored Leadership". The document provides contact information for two of Tri Junarso's company offices in Indonesia.
3. The document presents brief biographical details about Tri Junarso's background and experience in fields like engineering, management, motivation and leading people. It provides a high-level overview of Tri Junarso's body of work focusing on leadership and business topics.
This document provides summaries of four New York Life employees who exemplify leadership qualities:
1) Philip Cavan started as a phone salesperson and worked his way up to Corporate Vice President through hard work and helping others realize their potential.
2) Maambo Mujala is an Actuarial Associate who leads by example and builds relationships between teams to improve collaboration.
3) Christopher Elson balances enforcing compliance rules with providing excellent customer service by treating all people with respect.
4) Serene Zegarelli keeps marketing team members focused and committed to projects through effective communication and motivation.
The Secret To Embracing Continuous Change 1JackieHudson
The document discusses embracing continuous change and unleashing human potential through leadership. It discusses how the pace of change is accelerating and leadership requires embracing change. It promotes the Master of Business Leadership system for developing the awareness, tools, insights and habits needed for inspirational leadership and guiding organizations through continuous change. The system provides coaching to help leaders engage hearts and minds to achieve better results with less effort and more fun.
The document discusses the importance of trust and how to build self-trust and trust with others. It identifies four core sources of building self-trust: integrity, intent, capabilities, and results. It then provides guidance on developing each of these sources, with a focus on integrity, intentions, capabilities, and getting results. Key behaviors for building trust with others include assertive communication, showing respect, transparency, admitting mistakes, giving credit to others, delivering results, continuous learning, confronting reality, clear expectations, accountability, listening, follow-through, and extending trust to others. The overall message is that trust is essential for teams and relationships, and it is developed through consistency, competence, and character.
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world.
David Horsager is a business strategist and author known for his book "The Trust Edge". He argues that trust is the foundation for success in both personal and professional relationships. Horsager identifies eight pillars of trust: clarity, compassion, character, competency, commitment, connection, contribution, and consistency. He asserts that leaders who demonstrate strength in these areas through their actions, words and behaviors will develop trust with others and gain a competitive advantage.
Tom has compiled a summer reading list of books focused on business strategy, leadership, and anticipating future trends. The list includes titles like The End of Competitive Advantage, The Second Machine Age, Leaders Eat Last, and The Nature of the Future. The books are meant to help readers think differently about strategy, comprehend exponential growth, build trust in organizations, and understand emerging social structures.
Leadership Quotes from The Sales Floor Weekly July 28th Issue. Robin S. Sharma Said, Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.
1) The document discusses the attributes of leadership greatness, which include high self-awareness, setting and pursuing meaningful goals, and effective time management.
2) Developing leadership greatness occurs in three levels - leading oneself, developing interpersonal skills, and then leading larger groups. Key aspects are emotional intelligence, self-awareness, and hard work.
3) Great business leaders ignite passion in others, touch lives, develop people, and enable high performance. They are role models, motivate learning and growth, and create lasting impact and legacy beyond financial metrics.
Great Leadership Makes a Great WorkplaceFlashPoint
This document summarizes a presentation about leadership and employee engagement. It discusses research showing that leadership has a significant impact on engagement. The presentation describes the Five Practices of Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. It provides examples of how each practice can increase employee engagement when demonstrated by leaders. The overall message is that great leadership creates a great workplace and leads to great organizational results.
This document discusses research into what drives successful female leaders. It summarizes a leadership model called "centered leadership" that was developed based on interviews with over 85 female leaders worldwide. The model comprises five dimensions: meaning (finding your strengths and purpose), managing energy (identifying what energizes and depletes you), positive framing (adopting an optimistic view), connecting (building relationships and a sense of belonging), and engaging (finding your voice and accepting opportunities). The document provides examples and research findings to illustrate each dimension and argues that centered leadership helps women build skills to become more self-confident leaders.
The Psychology of Fear in Organizations - How Can We Harness Fear to Fuel Inn...Kogan Page
The document discusses the role of fear in organizations and how it can limit innovation. It notes that fear is prevalent given today's climate of rapid change, austerity and uncertainty. Fear manifests in organizations through frustration, lack of control, and a toxic environment that breeds disengagement. This leads to a need for top-down control through strict hierarchies and targets. However, managing by fear does not foster innovation. Instead, the document advocates for building trust within organizations and encouraging an emergent, "hive"-like culture where employees feel empowered and responsible for innovation. This involves distributed leadership, open communication, diversity of ideas, willingness to fail, and viewing small improvements cumulatively rather than expecting large-scale innovation. Such an
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
Startupfest 2017: Tom Williams (BetterCompany)Startupfest
The document provides advice on how to recruit top talent. It recommends (1) building a list of potential candidates at companies that have raised at least a Series A funding, (2) reaching out to candidates at those companies to ask for advice rather than directly pitching your company, and (3) following up persistently with potential candidates to build relationships over time. The key is treating the hiring process like building important long-term relationships rather than just making a single hiring pitch.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document discusses the importance of trust in leadership and outlines nine habits that help leaders build trust with others. It references a quote from Milton Friedman about the social responsibility of business being to increase profits. The document also discusses the components of trustworthiness - ability, integrity, and benevolence. It includes a poem about the need to trust one another again in essential ways rather than just for personal gain. The document promotes a book by John Blakey called "The Trusted Executive" that outlines nine leadership habits for inspiring results, relationships, and reputation.
The document discusses several laws of leadership. It describes the Law of the Lid, which states that a leader's effectiveness is determined by their leadership ability. It also outlines the Law of Magnetism, which says that good leaders attract good leaders by exemplifying strong attributes. Additionally, the Law of Connection suggests that leaders must connect with individuals, not just audiences, in order to inspire action. The document also summarizes the Law of Sacrifice, where leadership requires sacrifice of time and energy, and the Law of Timing, where the when of leadership is as important as the what and where.
This document discusses how to create a positive team culture. It emphasizes that culture is the personality of the team and affects how people work together. The goals of culture include productivity, collaboration, and happier team members. It recommends getting influential team members onboard, laying out a clear roadmap, establishing accountability and responsibility, managing perception, giving and receiving feedback, and making the culture about the team rather than individuals. Culture is a key differentiator for high performing teams.
Empathic leadership is an effective way to get people engaged. This article aims to explain in simple terms what it is, why it is effective and how to be an empathic leader.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
This document summarizes a presentation on building trust in leadership. It discusses how trust in business leaders is low according to recent surveys. To build trust, leaders must develop self-trust and the four cores of credibility: integrity, intent, capabilities, and results. Trust is built through positive relationships, not competing with others, sharing credit, keeping commitments, and extending trust to others. High-trust organizations coordinate work through mutual adjustment rather than strict rules and have employees who share organizational goals and values. The presentation provides actions leaders can take to improve character and competence to increase the trust others place in them.
The document discusses the importance of trust and how to build self-trust and trust with others. It identifies four core sources of building self-trust: integrity, intent, capabilities, and results. It then provides guidance on developing each of these sources, with a focus on integrity, intentions, capabilities, and getting results. Key behaviors for building trust with others include assertive communication, showing respect, transparency, admitting mistakes, giving credit to others, delivering results, continuous learning, confronting reality, clear expectations, accountability, listening, follow-through, and extending trust to others. The overall message is that trust is essential for teams and relationships, and it is developed through consistency, competence, and character.
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world.
David Horsager is a business strategist and author known for his book "The Trust Edge". He argues that trust is the foundation for success in both personal and professional relationships. Horsager identifies eight pillars of trust: clarity, compassion, character, competency, commitment, connection, contribution, and consistency. He asserts that leaders who demonstrate strength in these areas through their actions, words and behaviors will develop trust with others and gain a competitive advantage.
Tom has compiled a summer reading list of books focused on business strategy, leadership, and anticipating future trends. The list includes titles like The End of Competitive Advantage, The Second Machine Age, Leaders Eat Last, and The Nature of the Future. The books are meant to help readers think differently about strategy, comprehend exponential growth, build trust in organizations, and understand emerging social structures.
Leadership Quotes from The Sales Floor Weekly July 28th Issue. Robin S. Sharma Said, Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.
1) The document discusses the attributes of leadership greatness, which include high self-awareness, setting and pursuing meaningful goals, and effective time management.
2) Developing leadership greatness occurs in three levels - leading oneself, developing interpersonal skills, and then leading larger groups. Key aspects are emotional intelligence, self-awareness, and hard work.
3) Great business leaders ignite passion in others, touch lives, develop people, and enable high performance. They are role models, motivate learning and growth, and create lasting impact and legacy beyond financial metrics.
Great Leadership Makes a Great WorkplaceFlashPoint
This document summarizes a presentation about leadership and employee engagement. It discusses research showing that leadership has a significant impact on engagement. The presentation describes the Five Practices of Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. It provides examples of how each practice can increase employee engagement when demonstrated by leaders. The overall message is that great leadership creates a great workplace and leads to great organizational results.
This document discusses research into what drives successful female leaders. It summarizes a leadership model called "centered leadership" that was developed based on interviews with over 85 female leaders worldwide. The model comprises five dimensions: meaning (finding your strengths and purpose), managing energy (identifying what energizes and depletes you), positive framing (adopting an optimistic view), connecting (building relationships and a sense of belonging), and engaging (finding your voice and accepting opportunities). The document provides examples and research findings to illustrate each dimension and argues that centered leadership helps women build skills to become more self-confident leaders.
The Psychology of Fear in Organizations - How Can We Harness Fear to Fuel Inn...Kogan Page
The document discusses the role of fear in organizations and how it can limit innovation. It notes that fear is prevalent given today's climate of rapid change, austerity and uncertainty. Fear manifests in organizations through frustration, lack of control, and a toxic environment that breeds disengagement. This leads to a need for top-down control through strict hierarchies and targets. However, managing by fear does not foster innovation. Instead, the document advocates for building trust within organizations and encouraging an emergent, "hive"-like culture where employees feel empowered and responsible for innovation. This involves distributed leadership, open communication, diversity of ideas, willingness to fail, and viewing small improvements cumulatively rather than expecting large-scale innovation. Such an
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
Startupfest 2017: Tom Williams (BetterCompany)Startupfest
The document provides advice on how to recruit top talent. It recommends (1) building a list of potential candidates at companies that have raised at least a Series A funding, (2) reaching out to candidates at those companies to ask for advice rather than directly pitching your company, and (3) following up persistently with potential candidates to build relationships over time. The key is treating the hiring process like building important long-term relationships rather than just making a single hiring pitch.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document discusses the importance of trust in leadership and outlines nine habits that help leaders build trust with others. It references a quote from Milton Friedman about the social responsibility of business being to increase profits. The document also discusses the components of trustworthiness - ability, integrity, and benevolence. It includes a poem about the need to trust one another again in essential ways rather than just for personal gain. The document promotes a book by John Blakey called "The Trusted Executive" that outlines nine leadership habits for inspiring results, relationships, and reputation.
The document discusses several laws of leadership. It describes the Law of the Lid, which states that a leader's effectiveness is determined by their leadership ability. It also outlines the Law of Magnetism, which says that good leaders attract good leaders by exemplifying strong attributes. Additionally, the Law of Connection suggests that leaders must connect with individuals, not just audiences, in order to inspire action. The document also summarizes the Law of Sacrifice, where leadership requires sacrifice of time and energy, and the Law of Timing, where the when of leadership is as important as the what and where.
This document discusses how to create a positive team culture. It emphasizes that culture is the personality of the team and affects how people work together. The goals of culture include productivity, collaboration, and happier team members. It recommends getting influential team members onboard, laying out a clear roadmap, establishing accountability and responsibility, managing perception, giving and receiving feedback, and making the culture about the team rather than individuals. Culture is a key differentiator for high performing teams.
Empathic leadership is an effective way to get people engaged. This article aims to explain in simple terms what it is, why it is effective and how to be an empathic leader.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
This document summarizes a presentation on building trust in leadership. It discusses how trust in business leaders is low according to recent surveys. To build trust, leaders must develop self-trust and the four cores of credibility: integrity, intent, capabilities, and results. Trust is built through positive relationships, not competing with others, sharing credit, keeping commitments, and extending trust to others. High-trust organizations coordinate work through mutual adjustment rather than strict rules and have employees who share organizational goals and values. The presentation provides actions leaders can take to improve character and competence to increase the trust others place in them.
Five characteristics of trusting workplaces that help organizations get and keep loyal customers are: 1) having the right people in the right jobs; 2) clearly communicating a consistent vision; 3) basing the culture on defined values rather than rules; 4) habitually listening to employees and customers; and 5) focusing on employees' strengths. Trusting workplaces establish processes and coach employees to implement the "Law of Psychological Reciprocity" where people tend to reciprocate the trust and treatment they receive.
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
“Simon Sinek is an unshakable optimist. He believes in a bright future and our ability to build it together.” In this course we will be introduced to his idea of “The Golden Circle” helping individuals and organizations “find their why”. Sinek envisions a world “where people wake up every day inspired to go to work, feel safe while they are there, and return home at the end of the day feeling fulfilled by the work they do, feeling that they have contributed to something greater than themselves.” This course will get your juices flowing so you are inspired and enhance your ability to inspire others.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
Leader Ship Quality Lecture By Allah Dad Khan VP AUP Mr.Allah Dad Khan
1. Creating a business involves forecasting and inspiring your team with a vision of future success. It is important to make employees feel invested in the company's accomplishments through equity ownership or bonuses.
2. Good leaders identify each team member's strengths and delegate tasks accordingly. This allows leaders to focus on higher level tasks while boosting productivity.
3. Extraordinary leaders take responsibility for all performance, including their own. They monitor policies and procedures, praise success, and quickly address problems.
The document discusses various topics related to designing organisations for the future including purpose, culture, trust, integrity, motivation, and leadership. It provides quotes and perspectives on creating human-centered organizations where workers have autonomy, feel a sense of purpose, and where relationships and trust are prioritized over rigid hierarchies. The goal is to design adaptive organizations that can thrive in today's VUCA world.
Visionary companies are institutions that have a significant long-term impact and are admired within their industries. They prosper over many product life cycles and leadership generations through building a strong organization, not relying on a single great idea or leader. True visionary companies are focused on "clock building" rather than just implementing ideas - they concentrate on developing strong organizational capabilities and culture that allow them to continually evolve and succeed beyond any single product or leader. Their greatest creation is the company itself and what it stands for in serving people and society, not just profits or the ego of any individual.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
Diversity, Equity & Inclusion - my perspectiveSimon Court
This is a topline view of how I approach DEI in today's world. My breadth of experience and creative strategy ensures the ability to create a true business strategy with DEI focused programs
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
The document discusses how gutsy leadership can transform a workplace by taking bold risks, embracing change, and fully engaging employees. It argues that gutsy leaders blow up old rules, motivate people through passion rather than fear, and create a fun culture where people work at full throttle. Such leadership builds a world-class culture that attracts and retains top talent, inspires people to feel like owners, and defines work as a heroic cause.
The document discusses how gutsy leadership can transform a workplace by taking bold risks, embracing change, and fully engaging employees. It argues that gutsy leaders blow up old rules, motivate people through trust and fun rather than fear, and inspire employees to work at full throttle. Such leadership can create a world-class culture that attracts and retains top talent by putting people first and fostering collaboration. When an organization defines its work as a heroic cause and empowers people to think like owners, people will dedicate themselves fully to the business's success.
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
Joe Tye Presentation for Georgia Hospital Association Trustee Conference, Feb...Joe Tye
Slides used by Values Coach CEO Joe Tye in his presentation for the annual Trustee Conference of the Georgia Hospital Association, including questions trustees should ask about the values and culture of their hospitals.
This treatise was my final paper for Ethical Leadership at Northeastern University, MA.
It is by no means exhaustive of my beliefs about ethical leadership but gives a broad overview of what is important.
I hope it inspires you to pursue great ethical leadership.
Matt
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
1. Quotes from the book, Start With Why.
By Simon Sinek.
Created by Brandon Metoyer.
2. “Great Leaders are those who trust their gut. They are those who understand the art before
the science. They win hearts before minds. They are the ones who start with Why.”
3. “We are drawn to leaders and organizations that are good at communicating
what they believe. Their ability to make us feel like we belong, to make us
feel special, safe and not alone is part of what gives them the ability to
inspire us.”
4. “If a company does not have a clear sense of WHY then it is impossible for the outside world
to perceive anything more than WHAT the company does. And when that happens,
manipulations that rely on pushing price, features, service or quality become the primary
currency of differentiation.”
5. “Trust is a feeling, not a rational experience. We trust some people and companies even when
things go wrong, and we don’t trust others even though everything might have gone exactly as it
should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a
sense that another person or organization is driven by things other than their own self- gain.
With trust comes a sense of value- real value, not just value equated with money. Value by
definition, is the transference of trust. You can’t convince someone you have value, just as you can’t
convince someone to trust you.”
6. “The drive to win is not, per se, a bad thing. Problems arise, however, when the metric
becomes the only measure of success, when what you achieve is no longer tied to WHY
you set you to achieve it in the first place.”
7. “Cultures are groups of people who come together around a common set of values
and beliefs. When we share values and beliefs with others, we form trust. Trust of
others allows us to rely on others to help protect our children and ensure our
personal survival.”
8. “Now consider what a company is. A company is a culture. A group of people brought together
around a common set of values and beliefs. It’s not products or services that bind a company
together. It’s not size and might that make a company strong, it’s the culture- the strong sense
of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic
follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire
people who believe what you believe. “
9. “What all great leaders have in common is the ability to find good fits to
join their organizations - those who believe what they believe.”
10. “Great companies don’t hire skilled people and motivate them, they hire already motivated
people and inspire them. People are either motivated or they are not. Unless you give
motivated people something to believe in, something bigger than their job to work toward, they
will motivate themselves to find a new job and you’ll be stuck with whoever’s left.”
11. “Companies with a strong sense of WHY are able to inspire their employees. Those
employees are more productive and innovative and the feeling they bring to work attracts
other people eager to work there as well. It’s not such a stretch to see why the companies
that we love to do business with are also the best employers. When people inside the
company know WHY they come to work, people outside the company are vastly more
likely to understand WHY the company is special. In these organizations, from the
management on down, no one sees themselves as any more or any less than anyone
else. They all need each other.”
12. “The role of a leader is not to come up with all the great ideas. The role of a leader
is to create an environment in which great ideas can happen. It is the people
inside the company, those on the front lines, who are best qualified to find new
ways of doing things. The people who answer the phones and talk to customers,
for example, can tell you more about the kinds of questions they get than can
anyone sitting in an executive suite miles away.”
13. The ability of a company to innovate is not just useful for developing new ideas, it is
invaluable for navigating struggle. When people come to work with a higher sense of
purpose, they find it easier to weather hard times or even to find opportunity in those hard
times. People who come to work with a clear sense of WHY are less prone to giving up after
a few failures because they understand the higher cause. Thomas Edison, a man definitely
driven by a higher cause, said, “I didn’t find a way to make a lightbulb, I found a thousand
way how not to make one.”
14. Trust is a remarkable thing. Trust allows us to rely on others. We rely on
those we trust for advice to help us make decisions. Trust is the bedrock for
the advancement of our own lives, our families our companies, our societies
and our species.
15. “Great organizations become great because the people inside the organization
feel protected. The strong sense of culture creates a sense of belonging and
acts like a net. People come to work knowing that their bosses, colleagues
and the organization as a whole will look out for them. The results in reciprocal
behavior. Individual decisions, efforts and behaviors that support, benefit and
protect the long-term interest of the organization as a whole.”
16. “With balance, those who are good fits can trust that everyone is on board for the same
reason. It’s also the only way that each individual in the system can trust that others are acting
to “leave the organization in a better way than we found it,”...This is the root of passion.
Passion comes from feeling like you are a part of something that you believe in, something
bigger than yourself. If people do not trust that a company is organized to advance the WHY,
then the passion is diluted. Without managed trust, people will show up to do their jobs and
they will worry primarily about themselves. This is the root of office politics - people acting
within the system for self-gain often at the expense of others, even the company. If a
company doesn’t manage trust, then those working for it will not trust the company, and self-
interest becomes the overwhelming motivation. This may be good for the short term, but over
time the organization will get weaker and weaker. “
17. “The goal of business then should not be to simply sell to anyone who wants what you have
- the majority - but rather to find people who believe what you believe, the left side of the bell
curve. They perceive greater value in what you do and will happily pay a premium or suffer
some sort of inconvenience to be a part of your cause. They are the ones who, on their own
volition, will tell others about you.”
18. “Charisma has nothing to do with energy; it comes from a clarity of WHY. It
comes from absolute conviction in an ideal bigger than oneself. Energy, in
contract, comes from a good night’s sleep or lots of caffeine. Energy can excite.
But only charisma can inspire. Charisma commands loyalty. Energy does not. “
19. “It’s the cause we come to work for. We don’t want to come to work to build a
wall, we want to come to work to build a cathedral.”
20. “For a message to have real impact, to affect behavior and seed loyalty, it needs
more than publicity. It needs to publicize some higher purpose, cause or belief to
which those with similar values and beliefs can relate. Only then can the message
create any lasting mass-market success. For a stunt to appeal to the left side of the
curve of the Law of Diffusion, WHY the stunt is being performed, beyond the desire to
generate press, must be clear. Though there may be short-term benefits without
clarity, loud is nothing more than excessive volume. Or in business vernacular:
clutter. And companies wonder why differentiation is such a challenge these days.
Have you heard the volume coming from some of them?”
21. “For companies to be perceived as a great leaders and not dictators, all their symbols,
including their logos, need to stand for something in which we can all believe. SOmething
we can all support. That takes clarity, discipline and consistency.
For a logo to become a symbol, people must be inspired to use that logo to say
something about who they area. Couture fashion labels are the most obvious example of
this. People use them to demonstrate status. But many of them are somewhat generic in
what they symbolize….
It’s not just logos, however, that can serve as symbols. Symbols are any tangible
representation of a clear set of values and beliefs.”
22. “With a WHY clearly stated in an organization, anyone within the organization can
make a decision as clearly and as accurately as the founder. A WHY provides the
clear filter for decision-making.”
23. “What companies say and do matters. A lot. It is at the WHAT level that cause is brought to
life. It is at this level that company speaks ot the outside world and it is then that we can
learn what the company believes.”
24. “It’s too easy to say that all they (companies) care about is their bottom line. All
companies are in business to make money, but being successful at it is not the
reason why things change so drastically. That only points to a symptom.
Without understanding the reason it happened in the first place, the pattern will
repeat for every other company that makes it big. It is not destiny or some
mystical business cycle that transforms successful companies in impersonal
goliaths. It’s people.”
25. “In my vernacular, achievement comes when you pursue and attain WHAT you
want. Success comes when you are clear in pursuit of WHY you want it. The former is
motivated by tangible factors while the latter by something deeper in the brain, where we
lack the capacity to put those feelings into words.
Success comes when we wake up every day in all that never-ending pursuit
of WHY we do WHAT we do. Our achievements, WHAT we do, serve as the milestones
to indicate we are on the right path. It is not an either/or - we need both. A wise man once
said, “Money can’t buy happiness, but it pays for the yacht to pull alongside it.” There is
great truth in this statement. The yacht represents achievement; it is easily seen and, with
the right plan, completely attainable. The thing we pull alongside represents that hard-to-
define feeling of success.”
26. “At the beginning, ideas are fueled by passion - that very compelling
emotion that causes us to do quite irrational things. That passion drives
many people to make sacrifices so that a cause bigger than themselves
can be brought to life.”
27. “The reason so many small businesses fail, however, is because
passion alone can’t cut it. For passion to survive, it needs structure…
Passion may need structure to survive, but for structure to grow, it
needs passion.”
28. “It is not a coincidence that successful entrepreneurs long for the early days. It is no accident that
big companies talk about a “return to basics.” What they are alluding to is a time before the split.
And they would be right. They do indeed need to return to a time when WHAT they did was in
perfect parallel to WHY they did it. If they continue down the path of focusing on their growth of
WHAT at the expense of WHY - more volume and less clarity- their ability to thrive and inspire for
years to come is dubious at best. Companies like Walmart, Microsoft, Starbucks, the Gap, Dell and
so many others that used to be special have all gone through a split,. If they cannot recapture their
WHY and reinspire those inside and outside the organization, every one of them will end up looking
more like AOL than the companies they were.”
29. “Learning the WHY of a company or an organization or understanding the WHY of
any social movement always starts with one thing: you.”
30. “All leaders must have two things: they must have a vision of the world that
does not exist and they must have the ability to communicate it.
The question is, where does vision come from? And this is the power of
WHY. Our visions are the world we imagine, the tangible results of what the world
would look like if we spent every day in pursuit of our WHY.
Leaders don’t have all the great ideas; they provide support for those
who want to contribute. Leaders achieve very little by themselves: they inspire
people to come together for the good of the group. Leaders never start with what
needs to be done. Leaders start with WHY we need to do things. Leaders inspire
action.”