At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Essa é a nossa cultura. É assim que fazemos e nisso que acreditamos aqui na Rock Content. Quer fazer parte? Acesse:
http://rockcontent.com/jobs #culturecode
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Essa é a nossa cultura. É assim que fazemos e nisso que acreditamos aqui na Rock Content. Quer fazer parte? Acesse:
http://rockcontent.com/jobs #culturecode
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
Tornamos público o nosso Culture Code: o manual de coisas que acreditamos, praticamos e valorizamos no trabalho dentro da RD.
Confira no material quais são os valores que temos para continuar crescendo rápido e com liberdade para nossos talentos.
WebAble is a young company built on a strong foundation of culture. We believe pay-checks and perks are important, but that is not why we come to work every morning. Security and recognition keep us alive, but passion and creativity are worth dying for. This deck summarises key elements of our cultural foundation.
It was created for internal use, but recently we decided to share it with public to help our partners, patrons and prospective employees understand us better.
In business, how often do you hear about the need for engagement, ownership, autonomy, empowerment, culture and change ... but fail to hear any details about 'how' to improve them?
Duxinaroe are delighted to share an aide memoir we provide as an extension to our leadership, Lean and H&S training and consulting activities.
This short, simple and incisive tool will add value when considered and used as presented. Additionally, once understood with more depth, it can become a powerful transformation tool, enabling Culture change and dramatically increasing your organisations potential to improve performance sustainably.
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
We Are Ometrians - The Ometria Culture DeckOmetria
We Are Ometrians - The Ometria Culture Deck, describing who we are, what we stand for and the kind of people we want to join us - http://www.ometria.com
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
Tornamos público o nosso Culture Code: o manual de coisas que acreditamos, praticamos e valorizamos no trabalho dentro da RD.
Confira no material quais são os valores que temos para continuar crescendo rápido e com liberdade para nossos talentos.
WebAble is a young company built on a strong foundation of culture. We believe pay-checks and perks are important, but that is not why we come to work every morning. Security and recognition keep us alive, but passion and creativity are worth dying for. This deck summarises key elements of our cultural foundation.
It was created for internal use, but recently we decided to share it with public to help our partners, patrons and prospective employees understand us better.
In business, how often do you hear about the need for engagement, ownership, autonomy, empowerment, culture and change ... but fail to hear any details about 'how' to improve them?
Duxinaroe are delighted to share an aide memoir we provide as an extension to our leadership, Lean and H&S training and consulting activities.
This short, simple and incisive tool will add value when considered and used as presented. Additionally, once understood with more depth, it can become a powerful transformation tool, enabling Culture change and dramatically increasing your organisations potential to improve performance sustainably.
MGT 309Speech Planning DocumentAdapted from Business S.docxannandleola
MGT 309
Speech Planning Document
Adapted from Business Scenarios & UNCG Speaking Center
Introduction
In a way that connects to your audience, speak your purpose & how this topic connects to them.
· Intro Self
· Hook/First Sentence
· Focus and 3 main points/preview (matches the three below)
transition
Body
Detail the contents with stories and appropriate tone.
Sub-Point 1:
Sub-Point 2:
Sub-Point 3:
transition
transition
transition
Closing
Leave the audience with a good feeling.
· Summary
· Positive thought or call to action
Performance improvement behavior:
How to Reduce Your Public Speaking Anxiety
Anxiety will interfere with your ability to be comfortable, confidence and charismatic, and often times it comes from our threat of perceive social rejection. We are fearful that if someone knows us that they will reject us. Furthermore, we don’t want another to think of us as stupid. This self-defeating thinking get is our way and shows up in the body. The following is a list to help you think and reduce your anxiety so you can enjoy presenting.
1. Re-frame the experience. Do NOT dwell in the uncertainty, but instead focus your mind on the phrase “It’s just a conversation.” Whether it’s a conversation of one-on-one or one-to-many, it’s still simply a conversation. Think that way.
2. You believe you more than anyone else in the world; therefore you must control the brain messages (thoughts) that are self-defeating. You are not an idiot, You are in fact a beautiful wonderful person. Be sure to tell yourself that you are worthy and competent.
3. Be careful of the ‘imposter syndrome.’ The thoughts say tell you that you don’t have anything of value to offer – that you do not belong in this situation. By being in the situation, you have something to offer.
4. Manage your body. When our threat response is activated, our biology is to funnel energy to prepare us to fight or flight. Therefore energy goes out of our brains and into our arms and legs. This is biology. To quiet the threat response, breathe deep and tell yourself that you are safe, that you are prepared, that you are worthy, and that the audience is for you. Additionally, know that the threat response is often at its height at the beginning of the talk; therefore, plan an audience activity in the beginning to give yourself a moments break, or perhaps take a sip of water. Just a little moment will help.
5. Prepare more information that you need. In the moment of execution, you will forget to say some information and other information. No worries. Nobody but you knows of your change. Enjoy it. Don’t be thrown-off by the change. Go with the flow.
6. Practice. Practice. Practice. Your brain has difficulty distinguishing imagination and reality. Use this strategy to make the uncertain certain. It will reduce your anxiety.
7. When you practice, spend more time on the introduction. Polish it to perfection and you’ll feel ...
Leadership - emotional intelligence - spiritual intelligence - cultureLes morgan
A mixture to challenge old Newtonian thinking and start to deal with the quantum world and the fact that is we place people before profit - you gain twice as nuch profit!!! Sunday Times Top 100 Companies to Work For List
Moving to the right side of safety is a journey; living a true culture of safety our goal. Sometimes it may feel like hiking up Everest without preparation; however, it doesn't have to be. Join us to explore this journey and inspire a passion for safety.
Hadj Ounis's most notable work is his sculpture titled "Metamorphosis." This piece showcases Ounis's mastery of form and texture, as he seamlessly combines metal and wood to create a dynamic and visually striking composition. The juxtaposition of the two materials creates a sense of tension and harmony, inviting viewers to contemplate the relationship between nature and industry.
2137ad - Characters that live in Merindol and are at the center of main storiesluforfor
Kurgan is a russian expatriate that is secretly in love with Sonia Contado. Henry is a british soldier that took refuge in Merindol Colony in 2137ad. He is the lover of Sonia Contado.
Explore the multifaceted world of Muntadher Saleh, an Iraqi polymath renowned for his expertise in visual art, writing, design, and pharmacy. This SlideShare delves into his innovative contributions across various disciplines, showcasing his unique ability to blend traditional themes with modern aesthetics. Learn about his impactful artworks, thought-provoking literary pieces, and his vision as a Neo-Pop artist dedicated to raising awareness about Iraq's cultural heritage. Discover why Muntadher Saleh is celebrated as "The Last Polymath" and how his multidisciplinary talents continue to inspire and influence.
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...luforfor
This are the interiors of the Merindol Colony in 2137ad after the Climate Change Collapse and the Apocalipse Wars. Merindol is a small Colony in the Italian Alps where there are around 4000 humans. The Colony values mainly around meritocracy and selection by effort.
3. What does excellent safety performance
look like?
In this module we are going to look at the four
stages of the Bradley Curve model so we can
explore how we, over the past few decades,
have reduced massively the number of
accidents and injuries at work and what we
need to do to achieve zero harm.
4. An Introduction to the Bradley Curve
To help you get started, Dr Jack will introduce you to the key concepts of
Safety = Systems + People.
5. Let's start with a question
What do you think excellent safety
performance at your work looks like?
6. Well…..all three are correct.
But what if we went even further and agreed
that excellent safety performance means no-
one being harmed through work – zero harm.
7. The Bradley Curve
The Reactive stage shows the response by the UK
Government to the high % of work related deaths
during the 1970s which resulted in the Health and
Safety at Work Act 1974 (HASAWA74).
The Systematic stage saw the introduction of
better work equipment, safety systems and
Personal Protective Equipment (PPE) in order to
create safer working environments.
The Independent stage shows the investment
made in training people how to use the systems
that have been developed to do their job safely.
The Interdependent stage involves us
understanding the choices that we/others make
and how we can all make better choices –
creating a safety culture where we look out for
each other.
8. Why are we still having accidents?
You can see from the Bradley Curve that deaths at
work have significantly reduced. But we know that is
not good enough and we need to achieve zero harm.
So why are we still having accidents at work?
This is where the fourth stage, the Interdependent
Stage, is key!
9. Unsafe behaviours are often not deliberate – we don’t want to be hurt – but are the result of
choices that we have made - very often choices we are not even aware of making!
11. Thank you for taking part in the experiment! As you
can see, it's sometimes easy to miss the obvious.
Where in work could you be missing things in terms of
safety?
12. You've just learnt about the importance of the choices we (and
others) make in the workplace. Here are some examples of good
choices:
Independent Choice
A choice to follow the safe system at work and to do the job in the
way we have been trained.
Interdependent Choice
Looking out for each other, choosing to give safety reminders and
re-think the job in order to do it safer.
13. Safety = Systems + People
Excellent safety performance means no-one
being harmed through work and this is
achieved when the safe systems of work are
used by trained people making the right
choices: safety = systems + people!
15. The ABC of Behaviour
What does the word ‘behaviour’ make you think about? Does it take you back
to being at school and being told off? Well.....we think this for a good reason,
it’s because we very often manage behaviour by looking at the negative
consequences of that behaviour.
In terms of safety, this means someone has to be put at risk, or injured, before
we can begin to learn why.
In this section we are going to look at the ABC Bow Tie model to explore the
thinking which influences our behaviour, so we can make better choices in
order to achieve positive consequences.
16. Dr Jack
To help you get started, Dr Jack will introduce
you to the ABC Bow Tie model.
17. The ABC Bow-Tie
Antecedents are
the triggers to our
behaviour.
In simple terms,
Behaviour is
everything we say or
do (or don’t say and
do).
Our behaviour leads to Consequences: both
positive and negative.
Unsafe behaviours lead to negative consequences
such as:
•Fatalities, injuries, damage to equipment or
environment.
Safe behaviours lead to positive consequences
such as:
•Reduction in harm to people, equipment and
environment, increased efficiency, productivity and
improved reputation.
18. A quick question for you
How do you behave when you see a speed
camera? What do you do?
Well…..you slow down to avoid the negative
consequences of being caught speeding – being
fined!
What do you do when you have passed the ‘speed
camera’? Be honest…..you probably go back to the
same speed you were driving before!
19. Using the negative consequences as a way of managing our
behaviour is only effective if we perceive the consequences as
being 'real and now' and even then rarely has a long term impact.
In order to achieve long term safe behaviour and positive
consequences we need to look at the Antecedents that influence
our behaviour.
20. Antecedents are in 3 groups:
Mind-set:
shows us that behaviour is driven by feelings and emotions
underpinned by attitude, beliefs and the result of our conditioning.
Mind Map:
allows us to look at the strengths and weaknesses of how the mind
works including conscious and sub-conscious choices.
Currencies:
explores the sub-conscious choices that are present in almost all
accidents – which are alpha, habits, time versus risk and personal risk
perception.
23. When you look at an Iceberg all you can see is the tip – but
there's so much more you can't see that is underneath the
water. The same is true with behaviour. . . its the small part
that we can observe in people. . . but there's much more going
on below. In order to see what lies under the water we have to
do some deep sea diving!
24. In this Module we are going to look at the first of the
Antecedents - Mind Set; which shows how our
behaviour, everything we say or do (or don’t say and
do), is driven by feelings and emotions, attitude,
beliefs and conditioning.
Mind Set
25. Whether we want to admit it or not, we
are all creatures of Feelings and
Emotions.
In simple terms negative feelings will
behaviours and positive feelings
In order to encourage positive safe
ourselves and others we need to create
feeling about safety because if we feel
what we are doing we will either not do
heartedly. Now we can’t choose our
what can we choose? We can choose
respond to them.
26. This leads us into our Attitude; which
is our chosen response to a given
situation!
We all hold strong attitudes towards
future, other people, ourselves and the
work for. Often we will seek to justify
drawing towards us things that support
however, we can and do change our
attitudes are contagious, so a positive
us to contribute to a positive safety
work! Of course, a negative attitude
effect!
27. The People in Cultures Model
Positive attitude + low energy and high self-esteem =
Supporting ,i.e. ‘How can I help to make this happen?’
Negative attitude + low energy and low self-esteem =
Sleep Walking, i.e. ‘I don’t know what's going on’
Positive attitude + high energy and high self-esteem =
Playing i.e. ‘Come on let’s have a go, I know what we
can do’
Negative attitude + high energy + low self-esteem =
Sniping, i.e. ‘It will never work, I have seen this all
before!’
Negative attitude + high energy + high self-esteem =
Undermining, i.e. ‘I will make sure it never works!’
28. By working together and using the 4 'Rs' (respect,
recognition, responsibility and reward), we can
positively influence the attitudes of others. This will
lead to an increase in the number of workers
displaying Playing and Supporting behaviours.
29. Beliefs and values can be simply
defined as ‘that which we hold to be
true as an undeniable fact’.
We will behave in a manner which is
our beliefs and values, often rejecting
questions them. Behaving in a way that
inconsistent with our beliefs causes’
do not keep it up for long.
30. We all have limiting beliefs and values,
leading to unsafe behaviour, due to
negative Conditioning.
Our Conditioning is an extremely
on behaviour created over a long
has often created barriers for us that
To permanently change our behaviour
Roger Bannister, question and re-think
conditioning to create new beliefs and
things we previously considered
achieved – for example Zero Harm!
33. Mind Map and Currencies
In this Module we are going to look at the two remaining
Antecedents - Mind Map and Currencies.
Mind Map shows us that our behaviour stems from the
interaction between the conscious and sub-conscious parts of
the mind.
Currencies are the subconscious drivers that we need to
challenge as they are present in nearly all accidents.
34. Our conscious mind is only capable of focusing on a few things at once and is
excellent at judgement.
Our sub-conscious has an unlimited storage capacity - it identifies and captures
repeatedly exposed, but does not judge at all.
This results in our subconscious mind driving our routine behaviours without
good or bad, safe or unsafe, which in turn builds over time our personal
35. So how do we know if our subconscious safety
behaviours are the right ones?
Well…..to develop (permanent) positive safe
behaviours we must begin by challenging,
individually and collectively, the 4 subconscious
drivers we call the Currencies; Alpha, Habits, Time
versus Risk and Personal Risk Perception.
36. Alpha State
Always using our conscious minds to complete a task would require
incredible concentration. This is why our subconscious minds take
over and allow us to complete the task in a trance state.
We refer to this state as Alpha. It is estimated that we spend, on
average, 10 minutes in every hour in Alpha carrying out tasks
efficiently and competently through our subconscious.
However, this does mean that for those 10 minutes in every hour
we are not aware of potential hazards, especially those below the
knee or above eye level – often causing slips, trips and falls.
Our individual and collective awareness of Alpha provides us
provides us with the opportunity to remove potential Alpha
potential Alpha hazards and to have proactive conversations
conversations reminding each other of the potential risks.
potential risks.
37. Habits
Habits are created by repeatedly carrying out tasks in a particular way until they
become an automatic routine.
Habits allow us to carry out everyday tasks without thinking about them consciously;
they are what keep us safe when we are in Alpha. It is estimated that 21 days are
required to form a habit.
As a habit is a sub-conscious routine, it can be good or bad (remember, the sub-
conscious does not judge!). Our challenge, then, is to identify and sort our habits,
keeping the good ones and replacing the bad ones.
To replace a bad habit requires the creation of a new one, which means we must
expose ourselves to a new way of doing something – this can be uncomfortable at
first, like folding your arms the opposite way.
So…..to overwrite bad habits with new good ones, we must help and support
help and support each other by first identifying the bad habits and then
and then reinforcing good safety practices through positive peer influence –
peer influence – until they become automatic!
38. Time Vs Risk
We are all programmed to save time and energy. We call this the
168 Drive as there are 168 hours in a week.
The challenge is recognising that often we place far more
importance on the saving of time than on the risk of taking a short
cut.
When our perceived time pressures increase, through a tight
deadline for example, then so do the risks we are now prepared to
take. This risk taking, if repeated often enough, will then become a
habit.
We need to look out for when we or others take short cuts.
short cuts. Then we can identify the risk, make sure we are
sure we are using the correct equipment and design how the
design how the task could be made easier and safer in the
safer in the future.
39. Personal Risk Perception
As we now work in environments where risk has largely been
managed, this can encourage our personal risk perception to
conclude that accidents no longer happen, or if they do, they
happen to other people and not us!
Performing risk assessments in teams will encourage us to
develop a collective risk perception, reducing the personal risks
we may have been willing to take.
40. A low level of personal risk perception means we are
more likely to cut corners and take bigger risks in
order to save time. If this behaviour is repeated over
time it will become a Habit, resulting in us now taking
risks automatically in Alpha with no judgement of
whether we are safe or unsafe!
We call this spiral of behaviour the Currency Trap!
41. Communication
Understanding the Currencies provides us with a collective safety language
which can be traded in order to keep ourselves and others safe.
This relies on good communication.
We communicate through the words we use, our tone of voice and our body
language. This means we cannot fail to communicate!
The way we say things tells people what we really mean and people will
remember the things we do more than what we say.
So if we fail to approach someone working unsafely with a safety reminder, we
are reinforcing that unsafe behaviour.