This innovative, one-of-a-kind workshop will present some of the most recent findings about the brain together with implications for managing and leading employees. The workshop will challenge many current management practices by presenting relevant research on the social and emotional nature of the brain.
Biography
Robert has developed a reputation as a pioneer in using neuroscience-supported tools and processes that challenge current management practices that date back over 50 years.
Robert Paris is one of the first and very few professionals in Canada who have earned their Certificate in the Foundations of Neuroleadership from the Neuroleadership Institute led by Dr. David Rock. Robert has 35 years combined practical management and consulting experience that spans 5 continents. He has 15 years of results-oriented management experience at blue chip companies such as Johnson & Johnson and has an established track record of successfully designing and facilitating management, leadership, team-building and coaching programs that give organizations a long term, sustainable competitive advantage. Robert is an exceptionally engaging executive coach whose advice is highly valued by CEOs, other C-Suite executives, middle managers and first-time supervisors. Robert has 25 years teaching experience at McGill University. He currently lectures at McGill’s School of Continuing Studies and is certified in the Foundations of Neuroleadership, Points of You™ Leadership & Coaching, Whole Brain Thinking™ and Simplexity™ Complex Problem-Solving. Robert’s dynamic personality, business and academic experience and use of 21st century leadership and coaching tools place him among the leaders in corporate training and development programs.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Learn Basic but powerful concepts of Time Management. What is time? What are Time Stealer? Time Management Matrix with explanation. Time Management Tips.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Learn Basic but powerful concepts of Time Management. What is time? What are Time Stealer? Time Management Matrix with explanation. Time Management Tips.
LEADERSHIP EXCELLENCE (Accountable & Personal Leadership)André Harrell
The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
1/16 HRD Can You Spot the Burnout Deck? FinalLimeade
Join us and the Human Resource Development (HRD) to hear from Laura Hamill, Chief Science Officer and Chief People Officer at Limeade and Reetu Sandhu, Manager, Limeade Institute to explore how you can spot burnout in your organization, why burnout too often goes unrecognized, and how to take steps to prevent burnout.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Effective Time Management Techniques to Teach Your EmployeesBizLibrary
It frequently feels like our work week manages us. The reality of effective time management isn’t to try and squeeze more and more productive minutes out of every day, but to find ways to focus energy and effort into those hours we allocate to work.
In today’s complex world, we have more and more distractions and demands on our time, so it’s extremely important to master techniques of time management to make the most of a resource that is not renewable, never repeats and is limited each day.
In this webinar we’ll provide effective time management techniques for yourself and your employees.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
Symposium 2016 : Conférence 102 - Les défis de la gestion de portefeuille de ...PMI-Montréal
Gilline Pageau
Vice-présidente- Planificaiton et innovations
Agence métropolitaine de transport (AMT)
Œuvrant depuis 20 ans dans le domaine des transports collectifs, Gilline Pageau y a développé une expertise reconnue en planification stratégique et en analyse financière.
En 2007, elle a intégré l’Agence métropolitaine de transport (AMT), plus précisément la vice-présidence Planification et innovations, service qu’elle dirige depuis 2014. À ce titre, elle est responsable entre autres de l’élaboration du Plan stratégique de développement des transports collectifs, du Programme triennal d’immobilisations, des dossiers d’affaires et du processus de gestion de projets standardisée.
Pour ce faire, elle a su s’entourer d’experts afin de mettre sur pied, et ce, pour l’ensemble de l’AMT, un système de gouvernance de projets qui répondre adéquatement aux diverses exigences du marché et aux meilleures pratiques reconnues dans le domaine.
Auparavant, Gilline Pageau a travaillé au sein de la Société de transport de Montréal (STM) durant 10 ans, à titre de gestionnaire du financement à court terme et de portefeuille.
Forte de sa vaste expérience dans la sphère des transports collectifs, elle est considérée comme une référence-conseil en ce qui concerne les différents aspects de la planification stratégique, de la gestion de projets spéciaux et du financement du transport urbain.
Gilline Pageau est titulaire d’un Baccalauréat en administration des affaires ‒ volet Coopératif International (concentration Finance) de l’Université de Sherbrooke ; elle est aussi titulaire de la désignation CFA (Chartered Financial Analyst).
1/16 HRD Can You Spot the Burnout Deck? FinalLimeade
Join us and the Human Resource Development (HRD) to hear from Laura Hamill, Chief Science Officer and Chief People Officer at Limeade and Reetu Sandhu, Manager, Limeade Institute to explore how you can spot burnout in your organization, why burnout too often goes unrecognized, and how to take steps to prevent burnout.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Effective Time Management Techniques to Teach Your EmployeesBizLibrary
It frequently feels like our work week manages us. The reality of effective time management isn’t to try and squeeze more and more productive minutes out of every day, but to find ways to focus energy and effort into those hours we allocate to work.
In today’s complex world, we have more and more distractions and demands on our time, so it’s extremely important to master techniques of time management to make the most of a resource that is not renewable, never repeats and is limited each day.
In this webinar we’ll provide effective time management techniques for yourself and your employees.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Lean Change Agent - Applying Lean and Agile to Change ManagementJason Little
As a change agent, I’m sure you’ve experienced how difficult it can be to introduce change into an organization. That could mean you’re an Agile Coach or Scrum Master tasked with introducing Agile, and it can also mean you’re a Change Management Professional who is looking for more effective ways to develop and execute change programs.
This 2-day workshop, based on the book Lean Change Management, is designed to help you discover more effective practices for introducing, and managing change in your organization. You’ll learn by doing, not by reading PowerPoint slides! You’ll hear real stories about how to apply better, innovative practices to managing change.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
Symposium 2016 : Conférence 102 - Les défis de la gestion de portefeuille de ...PMI-Montréal
Gilline Pageau
Vice-présidente- Planificaiton et innovations
Agence métropolitaine de transport (AMT)
Œuvrant depuis 20 ans dans le domaine des transports collectifs, Gilline Pageau y a développé une expertise reconnue en planification stratégique et en analyse financière.
En 2007, elle a intégré l’Agence métropolitaine de transport (AMT), plus précisément la vice-présidence Planification et innovations, service qu’elle dirige depuis 2014. À ce titre, elle est responsable entre autres de l’élaboration du Plan stratégique de développement des transports collectifs, du Programme triennal d’immobilisations, des dossiers d’affaires et du processus de gestion de projets standardisée.
Pour ce faire, elle a su s’entourer d’experts afin de mettre sur pied, et ce, pour l’ensemble de l’AMT, un système de gouvernance de projets qui répondre adéquatement aux diverses exigences du marché et aux meilleures pratiques reconnues dans le domaine.
Auparavant, Gilline Pageau a travaillé au sein de la Société de transport de Montréal (STM) durant 10 ans, à titre de gestionnaire du financement à court terme et de portefeuille.
Forte de sa vaste expérience dans la sphère des transports collectifs, elle est considérée comme une référence-conseil en ce qui concerne les différents aspects de la planification stratégique, de la gestion de projets spéciaux et du financement du transport urbain.
Gilline Pageau est titulaire d’un Baccalauréat en administration des affaires ‒ volet Coopératif International (concentration Finance) de l’Université de Sherbrooke ; elle est aussi titulaire de la désignation CFA (Chartered Financial Analyst).
Communauté de pratique Construction du PMI-Montréal - conférence du 5 décembrePMI-Montréal
Une utilisation récente de l’Analyse de valeur a amené l’équipe multidisciplinaire du projet de construction du SRB Pie-IX à Montréal, à revoir le prototype des édicules prévus dans le projet
Le principal enjeu de ce projet réside dans le nombre important de parties prenantes ayant des intérêts et des champs de compétences variés. Tout d’abord, l’utilisation d’un modèle fonctionnel a permis à l’équipe multidisciplinaire de voir le projet d’une façon différente et de définir en langage simple et concis, les objectifs et les besoins à satisfaire. Cette approche, favorisant la créativité, a permis de séparer les besoins essentiels des souhaits ou des désirs.
Stanford Class Presidents, Session Two, CoachingEd Batista
In January 2015 I'm doing a two-part seminar on Feedback and Coaching with the Stanford Class Presidents. This is my deck from Session Two on Coaching.
Within the first four months of 2015, musicians ranging from Bjork to Father John Misty have provided ample evidence that album cover art retains its power to provoke and inspire. This presentation contains 10 examples to get your design juices flowing.
Learn to manage your attention to get more time and become more productive. Level 88 Coaching
Managing your attention means you can get more out of your day. In a world that is full of distractions trying to get your attention we must treat it as a commoditiy. Feel and be more productive by using the 80/20 principle for maximum results. There are many tools you can use to help achieve this goal, but the idea is to manage your attention so you can feel a sense of accomplishment. Attention Mangement is economy.
Effective strategies and tactics to change counter-productive corporate behaviors. Stop multitasking to achieve the desired individual & team results from multitasking...
Search Inside Yourself (Mindfulness Based Emotional Intelligence)Vasco Gaspar
Search Inside Yourself is a Leadership and Emotional Intelligence Program, based on Mindfulness and Neurosciences, that was developed and tested at GOOGLE to increase organizational performance and wellbeing, as well as to enhance the conditions for world peace, by inspiring leaders worldwide to become more wise and compassionate.
Happiness at Work in a Money-based System is based on the work of David Rock published in the NeuroLeadership Journal, "SCARF: a brain based model for collaborating with and influencing others." The presentation gives realistic and valuable ways to increase happiness in the work-place based on basic work-place needs.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Symposium CONF 201 Leadership vs Management from a Military Background – What...PMI-Montréal
There are several incidents when a Project Manager(PM) needs to lead vs manage in a project. This presentation will cover the speaker’s military experience in leadership complimented with 6 years of PMI OVOC volunteer leadership appreciation. Demands from senior management both military and civilian along with the ability of the staff supporting the project tend to challenge the PM and their skillset in delivering a project. The dilemma of leading a diverse team forces the PM out of their comfort zone and to take a position of leadership vs managing through a set of processes and templates. Leadership is not unique but has to be applied in a concerted effort to ensure success on a PMs project and to meet the expectations of senior management. Key take always from this presentation include: 1- what is leadership 2- understanding the difference between leadership and management 3- use of Military situational leadership and it's impact 4- are we born leaders? 5- should PMs be managers and/or leaders? 6- how to self-enhance yourself as a leader 7- how does PMI address the leadership expectations PMI is a leader in Project Management on a Global front with a keen interest in helping its core of volunteers develop and lead their respective chapters. The dynamic of the organization allows PMs to enhance their leadership skills and to also manage through refined chapter issues. As part of this presentation, the attendees will gain insight into the framework that allows them to define themselves as leaders and/or managers and to determine how they need to change to be more effective within their respective chapters to become effective leaders.
Biography
Derek is a senior project manager and retired military officer (35 years in Submarines and CPFs), with a range of experience in project management, marine engineering and systems engineering. As the Submarine Class Manager 2010-2013, he was responsible for the development and integration of the third level extended work period for the Victoria Class Submarines (VCS) for the Department of National Defence, and delivery of submarine maintenance support at the international level for the operational platforms. Derek managed all aspects of the engineering support contracts that also include logistics and production activities, and provided support and R&O services. Derek currently supports PMI OVOC as the Past President for the volunteer NFP organization. As President of CanPM Consulting Inc. since April 2013, he continues to support the Naval shipbuilding program with DND and other clients.
8 Attributes of Highly Aligned, High Impact Teams Deidre Paknad
In a disruptive digital world, strategic agility is crucial but elusive. See how to sustain alignment in a fast-changing world and how it fuels success!
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
Consultancy skills
Marketing Consultancy
PR Operations
Sales training
Advertising / Corporate Films
Market research
Competitive analysis
Brand launches
Brand relaunches
Extensions of product life cycle
Design of logos, pamphlet, booklet, brochure, and websites.
All kind of promotional activities.
IPO Marketing
Advertising and corporate films
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Change management serves as the compass guiding individuals, teams, and organizations through transformative shifts. Managers play an important role in an organization and are responsible for the success of their teams. In an ever changing and dynamic business scenario, they act as a link between employees and higher leadership bridging the communication gap and facilitating transition. Equipping managers with adept change management techniques, emotional security, growth mindset and collaborative approach enables seamless navigation through these transitions.
Auraa Image Management and Consulting specializes in facilitating successful organizational transitions, helping managers and their teams adapt and thrive through it, amplify profitability, mitigate risks, optimize resource utilization, enhance team motivation, create psychological safety and fortify readiness for future changes.
If your organization is amidst change or transition and aims to not just survive but thrive, connect with us:
Contact: +91 9958934766 / +91 7830222285
Email: samira@auraaimage.com / nayanika@auraaimage.com
Website: https://auraaimage.com / https://samiragupta.com/
#ChangeManagement #Managers #OrganizationalChange #AuraaImage #ChanceForChange #SamiraGupta #ChangeManager #ChangeReadiness #ChangeManagementTraining
8 Essential Interpersonal Skills Project Manager Must Have! PMExamSmartNotes
** Special announcement: Sign-up for my free PMP course now > http://bit.ly/freepmpcourse
This presentation talks about the 8 essential interpersonal skills that a project manager must understand and practice. This topic is part of PMBOK (Tools and Techniques of Manage Project Team and Develop Project Team processes from Project Human Resources Management knowledge area) and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
La mobilisation des équipes de projets pour sortir gagnant de la crisePMI-Montréal
Le contexte de la pandémie de la COVID-19 et les bouleversements qui l’entourent sont anxiogènes et sources de stress pour les équipes de projets. En effet, une inquiétude généralisée se fait ressentir face à une menace réelle qui peut mettre en péril non seulement le bien-être des équipes de projets, mais également la survie des projets. De plus, ce contexte a obligé les organisations à revoir quotidiennement leurs façons de faire, en instaurant des mesures telles que télétravail, la distanciation physique et le réaménagement des milieux de travail. Or, l’ampleur et la rapidité de ces changements engendrent de l’anxiété, un sentiment d’isolement et de perte d’efficacité, une peur constante de perdre son emploi, pour n’en citer que ceux-là, et nécessitent donc de garder son équipe de projets mobilisée et productive.
Il est donc primordial pour le bien-être des équipes de projets et pour le succès des projets que les organisations créent un environnement favorable à la mobilisation et développent des stratégies pour agir sur la mobilisation de leurs employés. Ceci, afin que ces derniers puissent démontrer des comportements discrétionnaires de mobilisation porteurs de grande valeur ajoutée au succès des projets
Le but de cette conférence est donc de mettre en évidence l’importance de la mobilisation des équipes de projets et de proposer des stratégies et des leviers de mobilisation.
Adoption du changement : êtes-vous prêts?PMI-Montréal
La littérature en gestion du changement a grandement évolué au cours des 30 dernières années. Durant ce temps, la prédisposition organisationnelle au changement ou « organizational readiness for change » a émergé comme un concept pouvant influencer le succès d’un projet. Lors de ce webinaire, nous allons explorer la définition du concept de prédisposition organisationnelle au changement, et les éléments pouvant influencer les perceptions des individus envers celui‑ci. Ceux-ci peuvent inclure les contextes environnemental, organisationnel, projet et individuel.
Nous allons complémenter en explorant l’application et l’évaluation de ce concept via des études de cas pratiques. Nous nous attarderons notamment sur les différents outils et approches de mesure de la prédisposition organisationnelle, et particulièrement l’importance d’évaluer continuellement l’évolution de celle-ci dans le temps.
Nous allons conclure en explorant l’impact d’imprévus sur la prédisposition organisationnelle au changement, par exemple, l’influence de la crise sanitaire et des mesures de confinement sur l’adoption de technologies numériques.
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Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
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Les soft skills, un incontournable pour l’ingénieur en gestion de projet.
Dans un monde de travail de plus en plus mouvant et concurrentiel dont les règles des structures et de l’organisation du travail ont connu un profond bouleversement, les rôles des ingénieurs sont plus que jamais en train de se métamorphoser. En effet, la pratique professionnelle quotidienne actuelle de l’ingénierie nécessite non seulement des compétences techniques, mais également des soft skills dans l’interaction avec les divers interlocuteurs. Les organisations ont besoin d’ingénieurs capables d’interagir avec d’autres services et de communiquer efficacement avec des partenaires extérieures, tout en ayant un esprit d’initiative et d’équipe, une capacité d’adaptation au changement, du leadership, etc. C’est rendu aujourd’hui une évidence ! Quelle que soit sa position hiérarchique, l’ingénieur doit détenir en plus de son savoir-faire et de ses compétences techniques (ou hard skills) des compétences plus douces dites soft skills.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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What is Enterprise Excellence?
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What might I learn?
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3. Workshop Objectives
Present emerging knowledge of the brain and relate
it to personal and team leadership
Use knowledge of the brain to understand why
project execution is so difficult
Present ‘brain-friendly’ ideas related to project
execution and team leadership
3
4. Workshop Outline
Intro
Six challenges in executing project plans
Whole Brain Thinking presentation/discussion
The SCARF model
Best change management practices
Building trust
Workshop summary
4
5. Who Am I?
ROBERT PARIS, MBA, CSP
President of Myelin Leadership
International
Lecturer at McGill University
15 years management experience - J&J
20 years consulting experience focused
on leadership development, coaching,
innovation & whole brain thinking
Certified in the Foundations of
NeuroLeadership
Strong experience in helping grow
businesses via connecting people to
each other
Clients: Cirque du Soleil, IMS Health,
The Phi Group, Hitek Logistic, Xstrata
Nickel, ICAO, McGill, Fednav Canada,
RGA, FTI Canada, NACUBO, etc.
6. The Brain & Leadership
Six challenges in executing project plans
6
7. 1. Neuroscience of Distrust
Higher levels of cortisol shut down the prefrontal
cortex and our ability to think empathetically and
with good judgment
Amygdala activated - "fight or flight" networks
turned on
Higher levels of testosterone and norepinephrine,
with heightened aggressiveness and negativity
7
8. Feeling trust releases:
• Dopamine, which gives
us feelings of
optimism, positivity,
feeling good and
excitement
• Oxytocin, which helps
us feel closer to others
and a desire to want to
collaborate with them
• Serotonin, which helps
make us feel good
8
Neuroscience of trust
9. “Negativity bias" in
organizations: "the
phenomenon by which
humans pay more attention to
and give more weight to
negative rather than positive
experience or other kinds of
information“
There are five times more
negative networks than
positive networks in the brain
Impact on work cultures is
devastating
9
2. Negativity in the workplace
10. Most managers tend to
focus on rational
thinking while ignoring
the role that emotions
play in the behaviors of
their employees and
customers
In implementing project
plans, emotions play a
critical role
10
3. Rational vs. Emotional Brain
11. 4. Three Cognitive Biases in Planning
Accountability Bias - We believe we can control
outcomes more than is actually the case, resulting in
poor risk assessments
Status Quo Bias - We prefer the status quo in the
absence of pressure to change it
Present Bias - We value immediate rewards and
under-value long term gains
There are 9 other common cognitive biases
11
12. Environmental trigger – “any
stimulus that reshapes our
thoughts and actions”
Our environment is a nonstop
triggering mechanism whose
impact is too significant to be
ignored
It seems that the brain was
designed to allow us to
effectively plan but not
adequately cope with the
inevitable change that will
occur as we implement our
plans
12
5. Environmental Triggers
13. 6. The Brain Sees Change as a Threat
The brain’s error detection system
• When change occurs, the brain generates error detection
signals as a result of new incoming stimuli that conflict
with existing mental maps
14. Summary
• Implementing project plans is difficult, given:
• Low levels of trust
• Toxic work cultures
• Failing to account for the emotional natures of the brain
• The brain’s cognitive mental biases
• Environmental triggers
• The brain sees change as a threat
14
16. Use your whole brain to leverage your thinking
preferences and identify your thinking gaps
Different tasks and problems
require different mental
processes, and the way people
prefer to think influences how
they process information,
tackle projects, interact with
others and view opportunities
In other words, how you prefer
to think affects how you
behave. Each of these different
thinking preferences brings
unique value
19. Developing a Strategic Plan the Whole Brain Way
A
•Goal definition
•Fact gathering
•Analysis of information
•Clear understanding of
relevant facts
•Financial considerations
•Technical aspects
•Analyzing impact of future on
today’s decisions
DT
•Risk taking
•Relentless pursuit of opportunities
•Seeing into the future
•Perceiving “the possibilities”
•Making connections and synthesizing
•Insights and ahas of solutions
•Big picture of the path forward
B
•Breaking the big picture into key
action points
•Putting together a sequential set
of action steps in the form of a plan
•Thinking through the
consequences of the approach
•Administration & organization of
the plan
•Implementation
•Follow-up
•Evaluation C
•Writing scenarios
•Effective communication of the plan
•Gaining belief, “buy-in” & enthusiasm
•Working through people issues
•Focus on satisfying and serving
customers
•Tie into the values of the organization
•Training for new skills
24. LEADERSHIP IMPLICATIONS
Make employees feel better about themselves and
provide positive feedback (status)
Provide clear expectations and give ongoing feedback
(certainty)
Avoid micro managing and allow people to make their
own decisions (autonomy)
Spend time building trust & relationships (relatedness)
Be transparent and open in communications (fairness)
Become effective coaches (all domains)
24
27. Anticipating new problems, trends,
opportunities
Pro-actively seeking new methods and
technologies
Deliberately changing and disrupting
routine
Adaptability
29. • Include employee focus groups
• Focus more attention on cultivating “moments of
insight”
• Communicate in a transparent manner the need to
change
• Ensure that management keeps employees focused
• Give employees real power to implement their
solutions
• Use both intrinsic and extrinsic incentives to change
A CHANGE MANAGEMENT PROCESS SHOULD…
30. COVEY’S VIEW OF TRUST
Strategy X Execution X Trust = Results
31.
32. SUMMARY
To overcome challenges associated with
implementing project plans
• Become a ‘whole brain’ thinker
• Bring a SCARF to work!
• Anticipate change before it happens
• Use best change management practices
• Build trust!
32