This document profiles an operations and continuous improvement leader. It highlights their analytical, restorative, responsibility, developer, and individualization strengths based on a self-assessment. These strengths will help analyze processes, innovatively redesign systems, develop high-performing teams, and ensure accountability. The leader focuses on improving business performance through lean six sigma methods and personal and professional development.
This document discusses employee passion and leadership strategies for inspiring passion. It summarizes Ken Blanchard's research finding that employee engagement is critical for productivity, profitability and customer loyalty. According to Blanchard, strategic and operational leadership are key to motivating employees. The document then lists eight factors that contribute to employee passion: meaningful work, collaboration, fairness, autonomy, recognition, growth opportunities, connectedness with leaders and colleagues. Leaders can impact employee perception in these areas to increase passion. It also provides tips for encouraging employees from authors Jim Kouzes and Barry Posner, such as setting clear standards, expecting the best from people, and celebrating accomplishments together.
Management processes include planning, organizing, leading and controlling resources which can be human, financial, technological or natural. There are different management styles such as traditional, team, and servant. Effective managers meet performance and satisfaction goals by building relationships with employees, being humble, sharpening communication skills, providing feedback, and empowering people. Key traits of effective managers are delegating wisely, setting goals, communicating, making time for employees, recognizing achievements, focusing on lasting solutions, and not taking themselves too seriously. Good managers manage performance for results, make change happen, act ethically, take responsibility for self-improvement, and project a positive self-image.
The document discusses several key aspects of leadership:
- Leaders inspire and motivate followers to accomplish shared goals through purpose and values rather than control.
- Effective leadership raises the moral conduct of both leaders and followers and has a transforming effect.
- Leaders take people further than they think possible through an emphasis on "we" rather than "me" and a shared mission and vision.
- Senior leaders should set directions, values, and high expectations to guide the organization and inspire employees to contribute and develop themselves.
Effective management requires four key skills: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is creating an organizational structure with clear roles and responsibilities. Leading is motivating employees by communicating a clear vision and showing them how their work contributes. Controlling monitors performance and addresses any issues to ensure goals are met effectively and efficiently. Mastering these four skills allows managers to guide their organizations successfully.
The document provides a marketing profile for Dustin Yudowitch, including his contact information, a summary of his skills and experience, the type of organization he is looking for, target market criteria, and his key competencies. It summarizes that Dustin is a servant leader specializing in building teams and managing change who seeks opportunities at a mid-size to large wellness company that values innovation, collaboration, and growth.
Find out what drives my passion for business, people and organizational effectiveness. Review my accomplishments.
Step into my leadership world and decide if my leadership style is what you need in your business. Ask the question "What do you have that I can't get anywhere else?" Read my answer to find out about my capabilities, specifically how I connect vision and strategy to the everyday world of the employee.
Yogesh is friendly, congenial communicator who is able to motivate and persuade others through building relationships based on trust. He works well in a team environment and prefers to collaborate with others to make decisions. While goal-oriented and driven, he is cautious about risk and will seek input from management and colleagues before making decisions outside of established policies. He enjoys bringing out the best in others and contributing to the organization's success.
This document profiles an operations and continuous improvement leader. It highlights their analytical, restorative, responsibility, developer, and individualization strengths based on a self-assessment. These strengths will help analyze processes, innovatively redesign systems, develop high-performing teams, and ensure accountability. The leader focuses on improving business performance through lean six sigma methods and personal and professional development.
This document discusses employee passion and leadership strategies for inspiring passion. It summarizes Ken Blanchard's research finding that employee engagement is critical for productivity, profitability and customer loyalty. According to Blanchard, strategic and operational leadership are key to motivating employees. The document then lists eight factors that contribute to employee passion: meaningful work, collaboration, fairness, autonomy, recognition, growth opportunities, connectedness with leaders and colleagues. Leaders can impact employee perception in these areas to increase passion. It also provides tips for encouraging employees from authors Jim Kouzes and Barry Posner, such as setting clear standards, expecting the best from people, and celebrating accomplishments together.
Management processes include planning, organizing, leading and controlling resources which can be human, financial, technological or natural. There are different management styles such as traditional, team, and servant. Effective managers meet performance and satisfaction goals by building relationships with employees, being humble, sharpening communication skills, providing feedback, and empowering people. Key traits of effective managers are delegating wisely, setting goals, communicating, making time for employees, recognizing achievements, focusing on lasting solutions, and not taking themselves too seriously. Good managers manage performance for results, make change happen, act ethically, take responsibility for self-improvement, and project a positive self-image.
The document discusses several key aspects of leadership:
- Leaders inspire and motivate followers to accomplish shared goals through purpose and values rather than control.
- Effective leadership raises the moral conduct of both leaders and followers and has a transforming effect.
- Leaders take people further than they think possible through an emphasis on "we" rather than "me" and a shared mission and vision.
- Senior leaders should set directions, values, and high expectations to guide the organization and inspire employees to contribute and develop themselves.
Effective management requires four key skills: planning, organizing, leading, and controlling. Planning involves setting goals and determining how to achieve them. Organizing is creating an organizational structure with clear roles and responsibilities. Leading is motivating employees by communicating a clear vision and showing them how their work contributes. Controlling monitors performance and addresses any issues to ensure goals are met effectively and efficiently. Mastering these four skills allows managers to guide their organizations successfully.
The document provides a marketing profile for Dustin Yudowitch, including his contact information, a summary of his skills and experience, the type of organization he is looking for, target market criteria, and his key competencies. It summarizes that Dustin is a servant leader specializing in building teams and managing change who seeks opportunities at a mid-size to large wellness company that values innovation, collaboration, and growth.
Find out what drives my passion for business, people and organizational effectiveness. Review my accomplishments.
Step into my leadership world and decide if my leadership style is what you need in your business. Ask the question "What do you have that I can't get anywhere else?" Read my answer to find out about my capabilities, specifically how I connect vision and strategy to the everyday world of the employee.
Yogesh is friendly, congenial communicator who is able to motivate and persuade others through building relationships based on trust. He works well in a team environment and prefers to collaborate with others to make decisions. While goal-oriented and driven, he is cautious about risk and will seek input from management and colleagues before making decisions outside of established policies. He enjoys bringing out the best in others and contributing to the organization's success.
Managers focus on tasks and maintaining the status quo, while leaders have a calling to guide others based on deeply held convictions. To become a true leader, one must discover their core beliefs and build a collaborative culture around a shared vision for the future. Leaders motivate and develop their team members, continually improving their own skills in areas like communication, finances, time management, and ethics. The key is to work every day at becoming better while having courage in your convictions.
Marvin Consulting Group provides executive coaching services to maximize executive performance. The executive coaching process lasts 12 months or more and is customized for each individual. It aims to align management talents with organizational strategies, expand learning abilities, identify strengths and development needs, uncover barriers to job performance, and guide individuals to navigate the corporate system more effectively. The coaching helps executives better support their organization's vision and position themselves for advancement.
North Shore Professionals Leadership Presentation By Martin CooperMike Doughty
1. The document discusses qualities of great leadership based on a leader named Martin Cooper. It lists 9 key qualities: awareness, decisiveness, empathy, accountability, confidence, optimism, honesty, focus, and inspiration.
2. Some of the important leadership qualities it outlines are being aware of the difference between management and employees, making tough but timely decisions, taking responsibility and being accountable, having confidence that inspires others, and communicating goals to motivate high performance.
3. The document advocates that great leaders treat people with honesty and empathy, focus on planning and organization to achieve goals, and inspire others to continuously improve.
This document provides information on mentoring and performance management. It defines mentoring as a relationship between an experienced employee and a new employee that involves support, encouragement, and guidance. The benefits of mentoring include improved confidence and skills for both mentors and mentees. There are four types of mentors: coaches, connectors, cheerleaders, and challengers. Performance management is defined as an ongoing process of setting goals, providing feedback, and developing employees to improve performance. It involves establishing job expectations, assessing performance, providing coaching, and recognizing achievements. The performance management process aims to align individual and organizational objectives to drive excellence.
Lee Ann Derita is a self-motivated professional with a desire for strong, principled leadership. She is willing to ask challenging questions to generate discussion and seek creative solutions. She commits to financial stewardship and safeguarding resources, exploring new technologies to improve fiscal planning and optimize resources. Building teams that cherish customer service excellence through anticipating needs, identifying barriers, and insisting on accountability is a cornerstone of her leadership style. She invests time in cultivating genuine, long-lasting relationships and prefers conversations to emails as conversations facilitate generating ideas and solutions with mutual respect. She leads teams through inspiration and empowering them to participate in development and take on leadership roles and stretch goals.
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization.
www.bizlibrary.com
Managers are the biggest occupational group in the UK – and
over 800,000 new jobs will be created in management between
2010 and 2017. However, only one in five managers in the UK is
professionally qualified.
Building a High Performing Team the Old Fashioned WayChristina Huszcza
How does one assemble, support and enrich a team of high performers all working together instead of against each other? How do you take an existing team and MAKE it perform in a more healthy and productive way? This presentation was delivered at the NorthEast Regional Computing Program (NERCOMP) in March 2016.
The document outlines seven tips for management success, stating that the most important factor is being someone others want to follow. It then lists the seven tips which are: building effective relationships, communicating effectively, building collaborative teams, understanding finances and goals, creating positive morale, leading by example, and helping people grow their skills.
Planning ahead when identifying and developing new leaders makes it possible to achieve an expected outcome in transitional times.
The quality of any organization's output is directly related to the quality of its leadership.
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
The management skills constitute a cycle of
goal creation, commitment, feedback, reward, and accomplishment,
with human interaction at every turn.
Notice that management is primarily about dealing effectively with people – being effective in leadership.
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Team building events have numerous benefits for organizations, such as improving leadership skills, uniting staff networks, and increasing staff retention. They help employees feel more engaged and valued, which improves productivity and creativity. Team building also allows organizations to clarify goals and objectives, identify strengths and weaknesses, and improve teamwork, communication, problem solving abilities, and overall company culture.
The document discusses organizations and management. It states that an organization is a collection of people working together to achieve common goals. Organizations exist to allow people to accomplish work that cannot be done alone. Organizations are influenced by their employees and use management to achieve their goals. Management involves planning, organizing, leading, and controlling resources to efficiently and effectively meet organizational objectives.
This document contains a self-assessment for a board member to evaluate their competencies, attributes, knowledge of their role, and expertise to serve on the board. It includes sections to rate skills like communication, problem solving, and leadership. It also has the board member describe their experience, location, interests and availability. Finally, it includes a "Board Skills Matrix" for the member to rate their expertise in areas like finance, operations, and stakeholder management to identify strengths and gaps. The self-assessment aims to help the board member understand how they can best contribute and identify areas for development.
Jay Parks outlines his administrative philosophy in five points: 1) Focus on recreation as a business, 2) Provide excellent customer service internally and externally, 3) Say yes instead of no when asked for help, 4) Balance autonomy with direction for staff, and 5) Remember the mission when stressed by looking at the facility name. He believes management should guide dedicated staff to enhance collective goals through sound practices while encouraging thinking and creativity within appropriate autonomy levels. The goal is successful delivery of programs and services through proven business strategies balanced with flexibility to creatively help users.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
The document provides a snapshot of various Indian stock market indices as of April 26, 2013, including the S&P BSE SENSEX (30 companies), Nifty 50 (50 companies), and other sector-specific indices. It lists the current value, day's high and low, previous close, change from previous close, and other metrics for each index. Key indices saw modest gains of around 0.5-1.5% from the previous close. The document provides a concise overview of the performance of the major Indian stock indices on that date.
This document discusses transportation in a community. It focuses on vocabulary related to different modes of transportation such as buses, trains, cars, bicycles, and walking. The vocabulary helps describe places and how people travel between locations in their local area.
Managers focus on tasks and maintaining the status quo, while leaders have a calling to guide others based on deeply held convictions. To become a true leader, one must discover their core beliefs and build a collaborative culture around a shared vision for the future. Leaders motivate and develop their team members, continually improving their own skills in areas like communication, finances, time management, and ethics. The key is to work every day at becoming better while having courage in your convictions.
Marvin Consulting Group provides executive coaching services to maximize executive performance. The executive coaching process lasts 12 months or more and is customized for each individual. It aims to align management talents with organizational strategies, expand learning abilities, identify strengths and development needs, uncover barriers to job performance, and guide individuals to navigate the corporate system more effectively. The coaching helps executives better support their organization's vision and position themselves for advancement.
North Shore Professionals Leadership Presentation By Martin CooperMike Doughty
1. The document discusses qualities of great leadership based on a leader named Martin Cooper. It lists 9 key qualities: awareness, decisiveness, empathy, accountability, confidence, optimism, honesty, focus, and inspiration.
2. Some of the important leadership qualities it outlines are being aware of the difference between management and employees, making tough but timely decisions, taking responsibility and being accountable, having confidence that inspires others, and communicating goals to motivate high performance.
3. The document advocates that great leaders treat people with honesty and empathy, focus on planning and organization to achieve goals, and inspire others to continuously improve.
This document provides information on mentoring and performance management. It defines mentoring as a relationship between an experienced employee and a new employee that involves support, encouragement, and guidance. The benefits of mentoring include improved confidence and skills for both mentors and mentees. There are four types of mentors: coaches, connectors, cheerleaders, and challengers. Performance management is defined as an ongoing process of setting goals, providing feedback, and developing employees to improve performance. It involves establishing job expectations, assessing performance, providing coaching, and recognizing achievements. The performance management process aims to align individual and organizational objectives to drive excellence.
Lee Ann Derita is a self-motivated professional with a desire for strong, principled leadership. She is willing to ask challenging questions to generate discussion and seek creative solutions. She commits to financial stewardship and safeguarding resources, exploring new technologies to improve fiscal planning and optimize resources. Building teams that cherish customer service excellence through anticipating needs, identifying barriers, and insisting on accountability is a cornerstone of her leadership style. She invests time in cultivating genuine, long-lasting relationships and prefers conversations to emails as conversations facilitate generating ideas and solutions with mutual respect. She leads teams through inspiration and empowering them to participate in development and take on leadership roles and stretch goals.
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization.
www.bizlibrary.com
Managers are the biggest occupational group in the UK – and
over 800,000 new jobs will be created in management between
2010 and 2017. However, only one in five managers in the UK is
professionally qualified.
Building a High Performing Team the Old Fashioned WayChristina Huszcza
How does one assemble, support and enrich a team of high performers all working together instead of against each other? How do you take an existing team and MAKE it perform in a more healthy and productive way? This presentation was delivered at the NorthEast Regional Computing Program (NERCOMP) in March 2016.
The document outlines seven tips for management success, stating that the most important factor is being someone others want to follow. It then lists the seven tips which are: building effective relationships, communicating effectively, building collaborative teams, understanding finances and goals, creating positive morale, leading by example, and helping people grow their skills.
Planning ahead when identifying and developing new leaders makes it possible to achieve an expected outcome in transitional times.
The quality of any organization's output is directly related to the quality of its leadership.
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
The management skills constitute a cycle of
goal creation, commitment, feedback, reward, and accomplishment,
with human interaction at every turn.
Notice that management is primarily about dealing effectively with people – being effective in leadership.
The executive coaching process described involves 5 stages: 1) Self-discovery through assessments to identify strengths and weaknesses, 2) Adaptation and change to address weaknesses in skills, behaviors, and mannerisms, 3) Action-based learning to develop competence in strategic leadership, 4) Taking action to implement changes and strategies, and 5) Continuous support over 6-14 months to facilitate and support changes. The goal is to improve leadership performance and achieve superior organizational results through a behavioral change and learning process supported by executive coaching.
Team building events have numerous benefits for organizations, such as improving leadership skills, uniting staff networks, and increasing staff retention. They help employees feel more engaged and valued, which improves productivity and creativity. Team building also allows organizations to clarify goals and objectives, identify strengths and weaknesses, and improve teamwork, communication, problem solving abilities, and overall company culture.
The document discusses organizations and management. It states that an organization is a collection of people working together to achieve common goals. Organizations exist to allow people to accomplish work that cannot be done alone. Organizations are influenced by their employees and use management to achieve their goals. Management involves planning, organizing, leading, and controlling resources to efficiently and effectively meet organizational objectives.
This document contains a self-assessment for a board member to evaluate their competencies, attributes, knowledge of their role, and expertise to serve on the board. It includes sections to rate skills like communication, problem solving, and leadership. It also has the board member describe their experience, location, interests and availability. Finally, it includes a "Board Skills Matrix" for the member to rate their expertise in areas like finance, operations, and stakeholder management to identify strengths and gaps. The self-assessment aims to help the board member understand how they can best contribute and identify areas for development.
Jay Parks outlines his administrative philosophy in five points: 1) Focus on recreation as a business, 2) Provide excellent customer service internally and externally, 3) Say yes instead of no when asked for help, 4) Balance autonomy with direction for staff, and 5) Remember the mission when stressed by looking at the facility name. He believes management should guide dedicated staff to enhance collective goals through sound practices while encouraging thinking and creativity within appropriate autonomy levels. The goal is successful delivery of programs and services through proven business strategies balanced with flexibility to creatively help users.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
The document provides a snapshot of various Indian stock market indices as of April 26, 2013, including the S&P BSE SENSEX (30 companies), Nifty 50 (50 companies), and other sector-specific indices. It lists the current value, day's high and low, previous close, change from previous close, and other metrics for each index. Key indices saw modest gains of around 0.5-1.5% from the previous close. The document provides a concise overview of the performance of the major Indian stock indices on that date.
This document discusses transportation in a community. It focuses on vocabulary related to different modes of transportation such as buses, trains, cars, bicycles, and walking. The vocabulary helps describe places and how people travel between locations in their local area.
The document discusses guidelines for choosing a company name in India as per the Ministry of Corporate Affairs. [1] Names must be distinct from existing company names. [2] The name approval process can be done online and is automatic if certified by a practicing professional. [3] Approved names are valid for 60 days, extendable by 30 days upon reapplication and payment of fees.
The document provides a snapshot of various Indian stock market indices as of 27-Nov-2012 at 16:00/16:10. It lists the current and previous day closing values, as well as the 52-week highs and lows, of 30 indices tracking different sectors and market capitalization segments. Most indices showed gains of around 1-2% for the day.
From Blackboard to Whiteboard to Web 2.0penbentley58
This short document suggests exploring social media as a way to generate new ideas. It provides no other context or details about the types of ideas being discussed.
This document provides a snapshot of various Indian stock market indices as of August 14, 2013. It lists the current value, day's high, low, previous closing value, change from previous close, and other metrics for indices tracking different sectors. These include the S&P BSE SENSEX (30 companies), Nifty 50 (50 companies), Bank Nifty (12 banks), indices for automobile, banking, capital goods, consumer durables, FMCG, healthcare, information technology, metals, oil & gas and other sectors.
The document provides a snapshot of various BSE and NSE stock market indices in India, including the S&P BSE SENSEX, Nifty 50, and sector-specific indices focused on areas like automobiles, banks, IT, metals, and more. It lists each index's current value, changes from the previous day, 52-week highs and lows, number of constituent companies, and price-to-earnings ratios.
- Indian markets ended marginally higher ahead of key inflation and industrial production data, paring some gains after an initial rise.
- Reliance Industries fell 2% following allegations by Delhi's chief minister against the company regarding inflated gas prices.
- Several companies reported higher quarterly profits, including Tata Motors and Dr. Reddy's Laboratories.
This document discusses an electrode type level sensor that uses a series of electrodes to detect the level of a substance. It contains 8 electrodes numbered 1 through 8 that are used to sense the level and report it through a series connection. The level is determined by which electrodes are immersed in the substance and conducting.
The document provides a snapshot of various Indian stock market indices as of 17 October 2012. It lists the current value, day's high and low, change from the previous day's close, and other metrics for over 30 indices tracking different sectors of the Indian economy. The key indices like SENSEX, Nifty 50, and Bank Nifty saw modest gains of around 0.1-0.5% for the day.
Food is defined scientifically as matter and energy that provides living things with the materials and fuel they need to live, grow, and reproduce. Matter provides the physical building blocks and energy powers all of the functions within cells and organisms. Living things get energy and matter by consuming other organisms within a food web - producers like plants get energy from the sun through photosynthesis, consumers obtain energy by eating other organisms, and decomposers get energy from breaking down waste and dead matter. All organisms depend on each other for the transfer of energy and matter throughout the food web.
The document provides a snapshot of various Indian stock market indices as of May 21, 2013, including the S&P BSE SENSEX (30 companies), Nifty 50 (50 companies), Bank Nifty (12 banks), and several sector-specific indices. It lists the current value, day's high and low, previous close, change from previous close, and other statistical details for each index. The indices cover major sectors of the Indian economy like automobiles, banks, capital goods, fast moving consumer goods, healthcare, information technology, metals, oil and gas, and others.
The document provides a snapshot of various Indian stock market indices as of May 8, 2013, including the S&P BSE SENSEX (30 companies), Nifty 50 (50 companies), Bank Nifty (12 banks), and many other sector-specific indices. It lists the current value, day's high and low, previous close, change from previous close, and other statistical details for each index. The indices cover various sectors of the Indian economy like automobiles, banks, capital goods, fast moving consumer goods, healthcare, information technology, metals, oil and gas, and others.
The document provides an overview of various stock market indices in India as of September 6, 2013, including the S&P BSE SENSEX, Nifty 50, and other sector-specific indices. It lists the current value, day's high and low, previous close, change from previous close, and other metrics for each index. The indices cover various sectors of the Indian economy such as automobiles, banks, capital goods, fast moving consumer goods, healthcare, information technology, metals, oil and gas, and others.
The document contains technical information from a device including its model number, date, and repetition of the model and date on multiple lines. It also includes numbers that may be codes or settings. The model is a DSP-300 and the date is 2006/05/04.
Dominic D'Souza is seeking a senior leadership role in corporate affairs, communications, or CSR. He has over 15 years of experience in these fields, currently serving as Associate Vice President and head of four departments at Wockhardt Limited. He aims to make a positive difference through integrity, loyalty, and honesty. He is well-connected, with strong influencing, negotiation, and public relations skills.
The document summarizes Lindsay Dellasega's qualifications and experience for a leadership role promoting sustainability. It outlines her operational experience developing organizations and interfacing departments, project management skills, and client relations experience. It also details her educational background pursuing sustainability certifications and her strengths in restoration, ideation, and analytical thinking. Her values include economic and social responsibility as well as continuous improvement.
The document outlines an educational leadership model with five key elements: educational leadership, school context, four Māori leadership qualities (manaakitanga, pono, ako, and awhinatanga), leading change and problem solving, and five interconnected areas of practice (culture, pedagogy, systems, partnerships, and networks). Effective educational leaders are responsible for improving student outcomes, creating effective teaching conditions, exploring technology, developing learning communities, and building internal and external networks. The four Māori qualities - caring, integrity, learning, and supporting others - are essential for focused educational leaders.
This document discusses employee training and development. It defines training and development as attempting to improve employee performance through learning that changes attitudes, increases skills and knowledge. It outlines many benefits of training for both the organization and individuals. For organizations, training leads to improved profitability, morale, and productivity. It helps achieve goals, creates a better image, and improves decision-making. For individuals, training increases job satisfaction, confidence, skills and opportunities for advancement. It also discusses different types of training methods used by organizations like Godrej Industries which provides workshops, leadership programs and language courses.
This document summarizes a leadership development program aimed at aligning business and behavioral strategies. The program consists of 4 phases: 1) Define expectations and create awareness, 2) Develop shared vision, values, and behaviors, 3) Create an action plan for cascading and monitoring outcomes, 4) Recalibrate commitments. It uses assessments, workshops, coaching, and follow-ups to shift team consciousness and build accountability, engagement, and collaboration towards a shared strategic vision. The goal is to strengthen leadership teams and make team learning a competitive advantage.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
The document describes the background and career of K.P. Persaud. He was born in Guyana and worked in sugarcane fields as a boy before earning scholarships to study law and engineering. He then worked for 32 years in corporate America, holding roles such as plant manager and CEO and helping rebuild struggling companies. Four years ago, he decided to become a business coach. As a coach, he works with business owners and executives to help them develop leadership skills and grow their businesses through strategies like strategic planning, revenue growth, and profit improvement. He provides services like executive coaching, business coaching, and group coaching/workshops.
Business Acumen 5.0 for Sustainable Competitive AdvantagesSeta Wicaksana
Two-thirds of corporate executives believe a lack of business skills or business acumen inhibits their company from meeting strategic priorities. It was established that most strategic plans fail to achieve their strategic goals due to the turbulent changes that exist in the global market today. Since most of the failures in the strategic process occur at the execution stage it is increasingly important that managers at all levels learn how to implement these vital plans while maneuvering through the changes that occur as a result of the dynamics of the markets.
In An organization of high business acumen individuals can expect to see leaders with a heightened perspective that translates into an ability to inspire and excite the organization to achieve its full strategic potential. As your leadership responsibilities expand, so does your need to understand the impact of every decision on the strategic and financial goals of your organization. That's why business acumen—an intuitive sense of how the moving parts of a company work together to create profit —is indispensable.
The document discusses the benefits of managers adopting a coaching approach with their teams. It defines a coach as a facilitator who connects personal and organizational goals and supports growth. Coaching increases awareness, challenges assumptions, and supports development of key skills. When managers coach, they can spend more time on strategic planning, process improvement, and developing their people. Coaching approaches are effective for issues like change management, performance, career development, and stress management. The document promotes a two-day workshop to help managers learn executive coaching skills and strategies for coaching their teams.
Strategy implementation management is an opportunity to develop leadership competencies in staff. It allows leaders to develop skills in four key areas: leading others through effective communication, influencing others, team building, and mentoring; leading performance and change through customer focus, process improvement, problem-solving, conflict management, creativity and vision development; leading the organization through human resource management and strategic thinking; and leading self through accountability and aligning values. Formal strategy implementation makes strategic thinking highly visible and provides real-life learning opportunities for leadership development.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
Humanika Institute: Humanika Development ProgramSeta Wicaksana
The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
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1. Operations, Continuous Improvement Leader
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Analysis of my personal strengths and how they will support
your organization , creating a Win-Win relationship!
Improving Business Process, Performance, and Profit
2. Focuses on developing leadership strengths
instead of correcting their weaknesses.
Explores how your greatest natural talents
interact with your skills, knowledge and
experience.
Aligns jobs and corporate goals with natural
talents to achieve Win-Win situations.
4. Searches for reasons and causes to problems.
Considers all the factors that might affect a situation.
Instinctively careful, thinking through decisions prior to taking
action.
Clarity on where you are headed and the plan to get there.
Ability to reason and to reduce things to their simplest parts.
Energized by new information, trends, ideas and
opportunities.
Thorough and accurate, rational thinker.
Good judgment and sound reasoning.
Focused on Lean Six Sigma methodologies.
5. Adept at dealing with complex problems.
Examines data and facts to identify areas in need of redesign,
upgrades, improvements, or renovation.
Determines root cause and countermeasures skillfully.
Searches automatically for better ways to effectively use
human resources, systems and raw material.
Innovative in redesigning processes when they become
ineffective, unproductive or inefficient.
Authentic about shortcomings.
Focused on personal development of self & others.
Builds and delivers effective improvement plans.
6. Intrigued by unique qualities & experience of others.
Able to use diversity of individual strengths to build
productive, happy teams.
Recognizes and develops individual strengths and help
them acquire knowledge and gain skills.
Excellent instructor, tutor, and/or trainer.
Instinctively empathetic and supportive of other
perspectives.
Natural coach and mentor, offering guidance and
insight.
7. Takes psychological ownership of what is said and done.
Committed to stable values such as honesty and loyalty.
Possess an inner drive to attain high standards of excellence.
Reputation for being a mature expert in your field.
Organized, reliable, utterly dependable, and efficient.
Impeccable ethics and conscientious.
Passion for accountability and quality.
Instinctively motivated by sense of obligation to meet
commitments.
Personally accountable.
8. Recognize and cultivates the potential in others.
Derives satisfaction from improvements.
Encourage visionaries to create new ideas, processes,
proposals .
Shares information, resources, talents, and time in order to
develop networks, relationships and grow talent.
Collaborates with others, for the good of the organization.
Excellent communicator; ability to engage people in
discussions.
Fosters community involvement & partnerships.
9. Analytical strengths enable me to quickly understand the matrix organization
and the role of the position as well as the strategic priorities set out by
Leadership.
Developer strengths inspire me to design and develop solutions to execute
operational goals, facilitate growth and support the vision of the organization
internally and in the community.
Responsibility strengths drive me to attain high standards of excellence leading
and managing multiple service areas and cross functional departments.
Individualization strengths utilize the diverse and unique qualities of others
through coaching to lead and develop happy, productive and effective teams.
Restorative strengths support the search for innovative solutions, redesigning
processes improving efficiency, productivity and effectiveness of teams.
10. Operations, Continuous Improvement Leader
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(403) 686-7544 | susan.fleury@rogers.com
www.linkedin.com/in/susanfleury
Improving Business Process, Performance, and Profit
To learn more about Susan’s strengths and her unique talents to lead your organization or
design your cost-saving initiatives, please contact her directly at: