How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
Creativity and innovation are important factors for any company. They help companies stay relevant and bypass their competitors, while keeping employees thinking critically and performing exceptionally.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
How do you engage others and build morale from a distance? We consider some useful strategies for building engagement and high levels of motivation in challenging times.
Creativity and innovation are important factors for any company. They help companies stay relevant and bypass their competitors, while keeping employees thinking critically and performing exceptionally.
Coaching skills can help people maximize their strengths and increase responsibility, accountability, creativity and resourcefulness to overcome challenges and achieve results. The primary coaching skills presented in this interactive presentation will focus on the principles of a coaching conversation, listening, the art of asking curious questions, leading cultural change, and how to promote responsibility and accountability to support people to elicit their own solutions and strategies and take action to implement these solutions.
Speaker:
Callie Bland, Executive Coach, RN and CEO, Coach Callie Consulting
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
Everyone is keen to succeed when they start a new role, but what do you do when your role’s remit, reputation or relevance is unclear? Drawing on personal experience, this session will begin with the speakers sharing the challenges faced and lessons learned in starting new and contentious roles. They will identify the key practical steps they took to transform perceptions and generate engagement and support at every level, from students to senior management. There will then be an opportunity for small group discussions where participants can reflect on their own experiences and discuss show potential approaches might work for them. Following several rounds of discussions, the key points from each table will be presented to the whole group for a final collective discussion.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Whether you’re struggling with a micromanager, or whether you want to stop being one, this session is for you! The first part of the workshop will explore the triggers of micromanaging behaviours. Then, within your groups, you’ll discuss your experiences from both ends of the spectrum. In the second part of the workshop, we’ll discuss some practical tactics and coping strategies – including nonviolent communication and principled negotiation. Then, back in your groups, you’ll practice some of these strategies with each other. At the end, each group will feed back their learning and the one thing they’re planning to change when they go back to the office. This will be a highly interactive workshop based around a loose theoretical framework, and attendees will need to be ready to share their experiences to get the most out of it. Those interested in doing some research beforehand can read Marshall Rosenberg’s “Nonviolent Communication” and/or Roger Fisher and William L. Ury’s “Getting to Yes”.
Use Labor Market Information to find out who's really hiring and develop strategies for tapping the "Hidden Job Market". Learn practical tools for job seeking success and discover ten reasons you may not be finding a job.
According to Mind, 1:4 of people in the UK will encounter a mental health problem in the UK, each year. Although awareness of mental health as a physical illness is starting to increase, many organisations are still unaware of the impact such illnesses can have on the individual, and the devastating effect poor management practices can have on colleagues in certain situations. Such ignorance is concerning – in far too many cases, anxiety, depression and other conditions are treated with ‘lip service’ at best; or as taboo at worst. This session will try and tackle some of the main, down-to-earth matters surrounding mental health in Higher Education Institutions. Sometimes, performance is affected, and this can have a serious adverse effect on the morale and performance of a team or department at large. How straightforward is it to identify and help people who might be struggling? How is it best to tackle poor performance while, at the same time, help an individual or individuals cope with mental health difficulties? Should HEIs introduce transparent strategic mental health awareness policies at the very top? How would one do that? How might it be possible to change an institutional or departmental climate for the better, with other positive knock-on effects this could have on welfare, happiness and performance? How would it be possible to transform understanding and practice at a local and institutional level? Following a brief presentation, this session will be an open forum for the sharing of experiences, suggestions and best practice.
management skills for new managers workshop presentation by Fahmi Abdein targeting new and experienced managers and supervisors. What makes an excellent and successful manager, and how to successfully manage and supervise others.
Everyone is keen to succeed when they start a new role, but what do you do when your role’s remit, reputation or relevance is unclear? Drawing on personal experience, this session will begin with the speakers sharing the challenges faced and lessons learned in starting new and contentious roles. They will identify the key practical steps they took to transform perceptions and generate engagement and support at every level, from students to senior management. There will then be an opportunity for small group discussions where participants can reflect on their own experiences and discuss show potential approaches might work for them. Following several rounds of discussions, the key points from each table will be presented to the whole group for a final collective discussion.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Whether you’re struggling with a micromanager, or whether you want to stop being one, this session is for you! The first part of the workshop will explore the triggers of micromanaging behaviours. Then, within your groups, you’ll discuss your experiences from both ends of the spectrum. In the second part of the workshop, we’ll discuss some practical tactics and coping strategies – including nonviolent communication and principled negotiation. Then, back in your groups, you’ll practice some of these strategies with each other. At the end, each group will feed back their learning and the one thing they’re planning to change when they go back to the office. This will be a highly interactive workshop based around a loose theoretical framework, and attendees will need to be ready to share their experiences to get the most out of it. Those interested in doing some research beforehand can read Marshall Rosenberg’s “Nonviolent Communication” and/or Roger Fisher and William L. Ury’s “Getting to Yes”.
Use Labor Market Information to find out who's really hiring and develop strategies for tapping the "Hidden Job Market". Learn practical tools for job seeking success and discover ten reasons you may not be finding a job.
Are you an older or younger worker? Do you feel like you're being discriminated against? Use these helpful tips on how to get around ageism in the job search.
Every job requires some form of writing: letters, memos, emails, reports, etc. Each requires a different amount of professionalism and technique and it can be easy to overlook the details.
Being unemployed or underemployed is hard enough without worrying about money, and many of us have never been taught how to budget. Use our simple formula and find out some of the important information you need to make sure you can pay your bills and take care of yourself and your family.
"We cannot solve our problems with the same thinking we used when we created them." -Albert Einstein
Train your brain to look at situations and problems differently, open your mind to new ideas, and use scientific reasoning on your problems.
Customer service is a necessary part of any job. There are some important parts to dealing with customers, and for handling the situation when someone is angry.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
1. teamwork
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2. what is a team?
A group of people linked together for a common purpose, goal, or task
A team is not simply a group of people
Teamwork is the joint action of team members to achieve a task or goal
How teams meet their goals:
Focusing on their strengths and weaknesses
Improvement by collaborating member’s skill sets
3. Groups Teams
Members work independently and
often are not working towards the
same goal.
Members work interdependently and
work toward both personal and team
goals.
Members focus mostly on themselves
because they are not involved in the
planning of the group’s goals and
objectives.
Members feel a sense of ownership for
their role in the group because they
helped create the goals.
Members are given tasks or told what
their duty is and suggestions are rarely
welcomed.
Members collaborate together and use
their talent and experience to meet
goals.
Members are very cautious about what
they say and are afraid to ask
questions.
Members base their success on trust
and encourage all members to express
their varying opinions, views, and
questions.
Groups vs Teams
4. interdependent teams
Everyone needs to work together to accomplish anything
significant
Success of the individual=success of the team
A team is only as strong as the weakest member
5. stages of team growth
a. Forming
b. Storming
c. Norming
d. Performing
e. Warming
6. forming
the polite stage
What you can do
Get to know the people on your team
Help establish a collaborative and grounded
environment
Set goals and objectives
Define roles and responsibilities
Communicate
Build trust
If you are confused, ask your team leader or
manager for clarification
Team structure is identified
and members get to know
each other
Members tend to be polite
and cautious toward each
other
“Normal” team behavior is
considered and established
7. storming
the chaos stage
What you can do
Try to understand different viewpoints without
taking the conflict personally
Know that conflict is normal and can be
productive; look for solutions that both parties
can agree on
Refrain from blaming or pointing fingers
Use problem-solving and consensus-building
methods
The most difficult team
growth stage
Authority is challenged
Arguments may occur as
team members feel free to
disagree and offer personal
opinions
8. norming
the stabilizing stage
What you can do
Revise procedures and ground rules as
necessary
Remember conflict resolution skills and, when
possible, compromise to reach an agreement
Share decision-making and problem solving
Listen to understand
Ask for and give feedback
Celebrate individual and team successes
The team is accepted and
differences are reconciled
Team spirit begins to build
again
Members listen better and
accept new ideas
Significant progress is made
9. performing
the productive stage
What you can do
Continue to cooperate and use conflict
management skills
Continue to give consideration to others and
their responsibilities
Measure accomplishments against goals and
timeframes
Stay focused on both the end goal and how far
the team has come
Look for new ideas and ways to improve
Continue to celebrate successes
Team satisfaction and loyalty
are high
Members are open and
trusting
Cooperation and
consideration help increase
the quality and quantity of
work
Individuals are more focused
on working as a team rather
than individual issues
10. warming
the peak of synergy
What you can do
Summarize the project and all the work that was
done
Give each member the opportunity to share their
experience
Encourage members to stay in touch and to
continue to share information and ideas
Synergy is reached when
things work together to
create an outcome that is
greater than the individual
parts
Relationships between team
members become closer; a
sense of family is developed
Work becomes fun and
challenging
11. characteristics of
effective teams
the foundation
Clear goal
Avoid “fuzzy” statements
Results-driven structure
Must be productive and
able to set own goals
External support and
encouragement
Praise works just as well
motivating teams as it
does individuals
Principled leadership
Lead with integrity
12. characteristics of
effective teams
the people
Competent members
Sound level of knowledge
Unified commitment
Directing efforts toward a
common goal
Collaborative climate
Honest, open, consistent,
and respectful behavior
High standards understood
by all
Members must know
what is expected
individually and
collectively
14. partnership
The ability to work together
Each partner acts as part of the whole
If any part is missing, the task is not complete
It is not whole
15. communication The act of exchanging thoughts, messages, or
information
Speech
Signals
Writing
Behavior
Sending, giving, or exchanging information
or ideas
16. dedication
The consideration and commitment given to
make the team successful
Following through on responsibilities
Maintaining a positive attitude
Considering other’s needs
17. Coming together is a beginning.
Keeping together is progress.
Working together is success.
Henry Ford
Talent wins games, but
teamwork and intelligence wins
championships.
Michael Jordan
18. like what you saw?
We hope you found this information helpful. Check us out at
www.miworksmo.org.
• Give us any questions/comments/concerns
• See our workshop schedule
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