The document provides 12 success factors for leading a team: 1) Humility during success and confidence during setbacks. 2) Stepping back so others can step up. 3) Putting plans into action by setting priorities and reviewing progress. 4) Leading change through an 8-step process. 5) Admitting mistakes openly and learning from them. 6) Listening with the goal of learning. 7) Encouraging constructive dissent by being open to alternative views. 8) Learning from criticism by asking for feedback. 9) Maintaining focus on the future. 10) Building the team through culture, relationships, empowerment and communication.
The Effective Executive is all about how the individual must learn to be effective so that he/she can be successful in whatever endeavour he/she undertakes.
The Effective Executive is all about how the individual must learn to be effective so that he/she can be successful in whatever endeavour he/she undertakes.
Beginner's Guide to the StrengthsFinder Leadership DomainsMeiling Tan
A beginner's guide to the four StrengthsFinder Leadership Domains [Executing, Influencing, Relationship Building, and Strategic Thinking] under Gallup's StrengthsFinder assessment.
The full guide can be found at: http://strengthsschool.com/strengthsfinder-blog/four-domains-of-leadership-strength
Proudly presented by Strengths School™ Singapore.
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
Agile Coaching - Giving And Receiving Feedback Jul14ajaysolucky
Agile Coaching - Giving And Receiving Feedback
Giving feedback and receiving feedback is a stress full process for both the giver and the receiver. It generally creates a negative atmosphere, a strained relationship. Learn the art of giving and receiving feedback to get results.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
Find your strengths. If we invest the same effort in the exploration of our strengths that we spend in minimizing our weaknesses that will start to be great!
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
Beginner's Guide to the StrengthsFinder Leadership DomainsMeiling Tan
A beginner's guide to the four StrengthsFinder Leadership Domains [Executing, Influencing, Relationship Building, and Strategic Thinking] under Gallup's StrengthsFinder assessment.
The full guide can be found at: http://strengthsschool.com/strengthsfinder-blog/four-domains-of-leadership-strength
Proudly presented by Strengths School™ Singapore.
I created this document to help leaders in a large organization improve collaboration skills. You can update/modify as needed and adapt it for your audience. Source material is noted on the title page.
A medical study showed that when doctors tell their seriously ill heart patients that they will die if they do not make changes to their lifestyle, only one in seven patients is able to make a change. Crazy!
According to Harvard professors, Robert Kegan and Lisa Lahey, people do not resist change. Even when people are genuinely committed to change, they subconsciously apply effort toward a hidden competing commitment. The result is a stalled effort, which looks like a resistance to change. It is like shoveling sand against the tide. In this workshop, I want to demonstrate the power of the Immunity to Change framework developed by Kegan and Lahey and share my practical experience overcoming the immunity when implementing Agile.
Agile Coaching - Giving And Receiving Feedback Jul14ajaysolucky
Agile Coaching - Giving And Receiving Feedback
Giving feedback and receiving feedback is a stress full process for both the giver and the receiver. It generally creates a negative atmosphere, a strained relationship. Learn the art of giving and receiving feedback to get results.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
Find your strengths. If we invest the same effort in the exploration of our strengths that we spend in minimizing our weaknesses that will start to be great!
No one is born knowing how to be a manager. And whatever your previous job, it did not prepare you for management work. So if you’ve just become a supervisor, you must quickly start learning some new skills. The most important of these is performance management.
Delivering results through other people is the greatest challenge for most new supervisors. Before, you only had to worry about your own results – but now you must motivate others to do their best work. The guidelines below can help you succeed at this complex task.
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
A presentation that focuses on team building from an I/O organization point of view. Useful in describing the four principles of successful team building storming, forming, norming, and performing. Item has also been created into a YouTube video with music.
Based on Paul Thornton’s Three C Leadership Model: Challenge, Confidence, and Coaching, this book guides potential business leaders on how to tap into their leadership roles and realize their visions.
Challenge the status quo. Build confidence in others. Coach people on what to do and how to do it.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
3. 1. Humility during success
Highly capable
individual
• Makes productive contributions through
talent , knowledge , skills and good work
habits
Contributing
team member
• Contributes individual capabilities to the
achievement of group objecttives and work
effectively with others in a group setting
Competent
manager
• Organise people & resources towards the
effective and efficient pursuit of pre
determined obejectives
Effective leader
• Catalyzes commitment to and vigorous
pursuit of a clear and compelling vision ,
stimulating higher performance standards
Executive
• Builds enduring greatness through a
paradoxical blend of personal humility and
professional will
5. 3. Stepping back so others can step up
“Your job as a leader is not to be brilliant….but to help brilliance emerge all around you”
For now, let’s call it a great experiment in what can happen when leaders step back so
others can step up.
a.If you believe that they have ideas that won’t emerge unless they are put in a situation
where they have no CHOICE to emerge because you are not there to default to… then try
to let go.
a.If you want to get a higher degree of engagement and team connection, set them up to
rely on each OTHER not you for guidance.
a.If you trust your team and believe that even though their way might be slightly different
than yours it is as good or better, then TRUST them.
Sometimes it can run DIFFERENTLY or even BETTER!
6. 4. Putting plans into action
Set priorities.
Decide which
goals you
want to act
on first, and
make a list of
what steps
you need to
take. Then
carry them
out. ...
Review your
progress.
Take a look
at where you
are to see if
you're on
track to meet
your goals. ...
Adjust
your plan if
you need to.
If you're not
on track to
meet your
goals, adjust
your plan.
7. 5. Leading change
Identify, or hire, change leaders whose main roles are to deliver the
change.
Look at your organizational structure, job descriptions, and performance
and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's
needed.
Take action to quickly remove barriers (human or otherwise).
Step 5:
Remove
Obstacles
Look for sure-fire projects that you can implement without help from any
strong critics of the change.
Don't choose early targets that are expensive. You want to be able to
justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you
don't succeed with an early goal, it can hurt your entire change initiative.
Reward the people who help you meet the targets.
Step 6: Create
Short-Term
Wins
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen , the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your
change coalition.
Step 7: Build
on the Change
Talk about progress every chance you get. Tell success stories about the
change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and
make sure the rest of the staff – new and old – remembers their
contributions.
Create plans to replace key leaders of change as they move on. This will
help ensure that their legacy is not lost or forgotten.
Step 8: Anchor
the Changes in
Corporate
Culture
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
Step 1: Create
Urgency
Identify the true leaders in your organization, as well as your
key stakeholders .
• Ask for an emotional commitment from these key people.
• Work on team building within your change coalition.
• Check your team for weak areas, and ensure that you have a
good mix of people from different departments and different
levels within your company.
Step 2: Form a
Powerful
Coalition
Determine the values that are central to the change.
Develop a short summary (one or two sentences) that captures
what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five
minutes or less.
Practice your "vision speech" often.
Step 3: Create
a Vision for
Change
Talk often about your change vision.
• Address peoples' concerns and anxieties, openly and honestly.
• Apply your vision to all aspects of operations – from training to
performance reviews. Tie everything back to the vision.
• Lead by example .
Step 4:
Communicate
the Vision
8. 6. Admitting mistakes
• “Anyone who has never
made a mistake has
never tried anything
new.” -Albert Einstein
Don’t blame others. Take
responsibility. If someone
else needs coaching, do it in
private.
Do not try to get others to
admit the mistake on your
behalf. When others are
asked to do the “dirty work,”
leadership credibility goes out
the window.
Stick to the facts and do
not make it look like an
excuse. Indicate what
information was incorrect.
This is not a time for
cynical humor used to
disguise an excuse or
blame.
Indicate what you
and/or the organization
should learn from the
mistake and how not to
repeat it.
Ask for more input from
others.
Apologize to those who
have wasted their time.
10. 8. Encouraging constructive dissent
The leader invariable controls the “something”
and needs to focus on reshaping the
environment to open up the communication
flow.
How severe is the problem? The leader should
ask his or her reports about their comfort and
discomfort in providing feedback. What are the
barriers? What behaviors is the leader displaying
that shut down constructive dissent?
Leader, learn to manage your body
language. We all learn somewhere in our travels
that if you combine a verbal message with
seemingly conflicting non-verbal cues, the non-
verbal wins out every time.
Recognize that giving in to alternative
viewpoints (from your own) does not mean that
you are weak or ineffective. To the contrary, it’s
your job to hire smart people with different ways
of looking at the world and solving
problems. The greatest leaders have great
advisors. Give your people a chance to play that
role.
If you are like many of the leaders that I know,
you will allow a group to run in their own
direction even though you had a different idea of
where they should go. You will also come to the
uncomfortable conclusion that they were right
and you were wrong. Your confidence in calling
this out will reinforce the notion that you
encourage well-thought out dissent.
12. 10.Asking for feedback
Asking for feedback is best for both giver and receiver
An article in the s+b newsletter discussed how New York
University research found that when seeking
feedback, asking for feedback is more effective
than giving it. The research found that asking for
feedback results in continuous improvement, smarter
decision making and stronger teams.
Asking for feedback is the best way to minimize any
potentially nasty criticism because if offers both the
receiver and the giver much more psychological safety
than a giver-led approach.
This safety is critical during feedback conversations
because our brains are more able to perform complex
cognitive functions when feeling under less pressure.