Leveraging Core Values for Healthier, More Productive TeamsTechWell
Although all teams require a healthy level of interaction, high-performing teams' interactions are all based on trust, respect, and shared goals. Such teams find ways to overcome the fear of conflict, and quickly identify and resolve issues that are getting in the way. Scott Ross shares how, when the Omnyx software R&D department determined their culture was hindering performance, they crafted a core values statement that has served them well for the past three years. Scott describes the ways they proactively and intentionally use their value statement to drive the culture they seek and discusses the results they have achieved. Take back the list of resources that Scott uses daily to help himself and others see how their actions add to and take away from their core values. Return to the office prepared to use this same process with your team and start on the road to a high-performing team whose members love to come to work every day.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
Why do people do what they do? What drives them to think the way they do and propels their thinking into action. How does the mentoring/coaching orientation manifest into team motivation and how does a team leader use his/her EQ/EI antenna to adapt to different styles and triggers.
Leveraging Core Values for Healthier, More Productive TeamsTechWell
Although all teams require a healthy level of interaction, high-performing teams' interactions are all based on trust, respect, and shared goals. Such teams find ways to overcome the fear of conflict, and quickly identify and resolve issues that are getting in the way. Scott Ross shares how, when the Omnyx software R&D department determined their culture was hindering performance, they crafted a core values statement that has served them well for the past three years. Scott describes the ways they proactively and intentionally use their value statement to drive the culture they seek and discusses the results they have achieved. Take back the list of resources that Scott uses daily to help himself and others see how their actions add to and take away from their core values. Return to the office prepared to use this same process with your team and start on the road to a high-performing team whose members love to come to work every day.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
Why do people do what they do? What drives them to think the way they do and propels their thinking into action. How does the mentoring/coaching orientation manifest into team motivation and how does a team leader use his/her EQ/EI antenna to adapt to different styles and triggers.
A CASTLE WITH 16 ROOMS program is a mix of physical fun activities, engaging discussions, and live storytelling that covers key enabling elements of relationships and trust building which leads to a magical bond within a group.
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA
People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
A city manager molds a city government into a cohesive team! Michelle D. Reines
Check out this amazing story on Team Evolution in the Public Sector.
Discover Five Behaviors of a Cohesive Team powered by Everything DiSC.
MDR Coaching & Consulting, Inc. at MDR4You.com
A History of Performance Appraisals, Letting Go - REVELNDeb Nystrom
This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.
This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM
Tweets: @RevelnConsults
The full context is in this article on the www.REVELN.com blog:
A History of Performance Appraisals: Letting Go to Power New Culture
* http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/
As well as:
* Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
* 3 Success Factors for High Performance Teams, and What Gets In the Way
* Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
http://reveln.com/blog/
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
This time management presentation was delivered to a group of commercial bankers. Unfortunately I'm not sure how to share the speaker's notes where all the "meat" of the message is contained.
Learning Objective: Explore methods that help participants to focus on and improve leadership habits
In order to achieve innovative results, we need leaders who aren’t afraid to think and lead differently. Successful leaders know that lesson all too well and discern that their high-demand positions mean nothing without the ability to influence others to believe in their mission. So what’s their secret to successfully reaching the top? They must start with putting themselves at the top in their minds. Women have to begin with “I’m going to be the CEO.” The next step is to understand that you need to go out there and become that person. This seminar aims to inspire and empower women across the world to take on leadership roles, to lead change with more conviction and confidence, and to improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, we will help you increase self-knowledge about your own values and vision as well as enhance your capabilities as a leader.
At the end of this seminar, participants will be able to:
a. Outline career success for the individual.
b. Identify leadership goals and aspirations.
c. Outline what organizations can do to provide women with opportunities for leadership.
d. Identify ways to inspire and empower women to engage and lead with conviction and confidence.
A CASTLE WITH 16 ROOMS program is a mix of physical fun activities, engaging discussions, and live storytelling that covers key enabling elements of relationships and trust building which leads to a magical bond within a group.
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA
People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
A city manager molds a city government into a cohesive team! Michelle D. Reines
Check out this amazing story on Team Evolution in the Public Sector.
Discover Five Behaviors of a Cohesive Team powered by Everything DiSC.
MDR Coaching & Consulting, Inc. at MDR4You.com
A History of Performance Appraisals, Letting Go - REVELNDeb Nystrom
This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.
This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM
Tweets: @RevelnConsults
The full context is in this article on the www.REVELN.com blog:
A History of Performance Appraisals: Letting Go to Power New Culture
* http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/
As well as:
* Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
* 3 Success Factors for High Performance Teams, and What Gets In the Way
* Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
http://reveln.com/blog/
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
This time management presentation was delivered to a group of commercial bankers. Unfortunately I'm not sure how to share the speaker's notes where all the "meat" of the message is contained.
Learning Objective: Explore methods that help participants to focus on and improve leadership habits
In order to achieve innovative results, we need leaders who aren’t afraid to think and lead differently. Successful leaders know that lesson all too well and discern that their high-demand positions mean nothing without the ability to influence others to believe in their mission. So what’s their secret to successfully reaching the top? They must start with putting themselves at the top in their minds. Women have to begin with “I’m going to be the CEO.” The next step is to understand that you need to go out there and become that person. This seminar aims to inspire and empower women across the world to take on leadership roles, to lead change with more conviction and confidence, and to improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, we will help you increase self-knowledge about your own values and vision as well as enhance your capabilities as a leader.
At the end of this seminar, participants will be able to:
a. Outline career success for the individual.
b. Identify leadership goals and aspirations.
c. Outline what organizations can do to provide women with opportunities for leadership.
d. Identify ways to inspire and empower women to engage and lead with conviction and confidence.
Real World LeadershipElaine McCallen Brandman University O.docxsodhi3
Real World Leadership
Elaine McCallen | Brandman University | OLCU 600 | January 27, 2018
Real World Leadership Interview
This interview was conducted with a mid level department manager for Northrop Grumman, responsible for 130 Research, Test, and Engineering employees, who execute the organization’s statement of work in the Aerospace industry.
Respondent’s remarks are italicized and bold throughout this presentation.
2
Leadership Defined
Guiding a group of people towards a common goal or task
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2016).
Upon completion of the task or goal things have changed or improved… ideally for the better
Leaders must motivate followers to accomplish goals; which will improve performance and satisfaction (Northouse, 2016).
Question 1a: How do you define leadership?
3
Effective Leadership
The goal or task doesn’t necessarily need to be successful for an effective leader to be successful
Effective leadership does not require successful goal achievement. Process complexity, event uncertainty, and testing can cause failure regardless of effective leadership (Edmondson, 2011).
Learn from failure to identify mistakes and become a stronger, more unified team
It is important to clearly communicate the vision, goal, or cause being worked toward and create a culture that fosters a sense of belonging, value, mutual trust, and respect (Fostering Leadership, 2013).
Question 1b: What makes one an effective leader?
4
Management vs. Leadership
Management:
Setting the expectations, providing the team with polices, tools, and the roadmap to accomplish the goal
Managers focus on things like “planning, budgeting, organizing, staffing, controlling, and problem solving” (Kotter, 2013).
Leadership:
Motivating the team to follow the road map and accomplish the goal
Leaders focus on creating and communicating vision, motivating and inspiring others to work toward that vision, and guiding others through change (Zaleznik, 2004).
Question 2: Do you make a distinction between management and leadership? If so, what is it?
5
Followership
Be respectful of the team and the leader
Followership includes serving “as team players who take satisfaction in helping to further a cause, an idea, a product, a service, or, more rarely, a person” (Kelley, 1988).
Provide input and feedback both positive and negative to the team
Effective followers are often “no” people and suggest alternative ways to do things (Fostering Leadership, 2013).
Pay attention and stay focused on the goal or task
Leaders cultivate effective followers by training followers to think critically, act independently, and build credibility. (Kelley, 1988)
Question 3: What do you think is the role of the follower?
6
Future Challenges
Bridging generational gaps - 4 distinct generations
Leader’s Role:
Knowledge sharing and inclusion will be very important
Supportive lea ...
Teams—we depend on them for both our professional success and our personal happiness. This in-depth book study of Team Genius by Rich Karlgaard & Michael Malone explores how to reorganize your teams to turn them into top performing ones.
Developing Your Organizational Power and InfuenceAndrea L. Ames
One pain point continually rises to the top of my clients’ and colleagues’ list of challenges. It’s voiced in various ways, using many different words, but it always boils down to the same thing:
How do I get the
< recognition | promotion | respect | resources (tools, people, money, time) | appreciation | your favorite thing here >
that I/my team
< deserve | need | want >?
It pulls our attention, time, and energy away from our real work: Making our companies and our customers wildly successful!
Well, what if it wasn’t true? What if it was simple? What if you have the agency to get everything that you and your team truly need? What if you could just be and succeed most of the time by practicing a handful of fundamental habits?
That’s my story, and I’m sticking to it. Join me for a quick tour of the habits on which I, my corporate client teams, and my individual coaching students build our power and influence — both as individuals and organizations — an overview of my formula for adopting and integrating them for yourself.
A full-day, experiential tour of several techniques used in Design Thinking. Using one or more sample problems, workshop participants will work together to develop solutions following a Design Thinking framework. Because we’ll be face-to-face, we’ll go low-tech and focus on the framework and techniques using flip-chart paper and stickie notes. Andrea will also discuss how to get the most from the process across geographically distributed teams using online tools.
Design Thinking Workshop - LavaCon 2018 New OrleansAndrea L. Ames
A half-day, experiential tour of several techniques used in Design Thinking. Using one or more sample problems, workshop participants will work together to develop solutions following a Design Thinking framework. Because we’ll be face-to-face, we’ll go low-tech and focus on the framework and techniques using flip-chart paper and stickie notes. Andrea will also discuss how to get the most from the process across geographically distributed teams using online tools.
[Mini-Workshop] Content Architecture: Where Humans and Machines AgreeAndrea L. Ames
Andrea's Information Development World mini-workshop
http://informationdevelopmentworld.com/speakers/andrea-ames/
Handout: https://www.slideshare.net/aames/handout-for-miniworkshop-content-architecture-where-humans-and-machines-agree
If there’s one thing about content on which humans and machines can agree, it’s consistency — particularly architectural consistency. Often the format, markup language, or content management approach that you use is far less relevant than the output of the content—the deliverables, themselves—in the success of content for both humans and machines. This is somewhat controversial, as much of the discussion of “structured content” dives directly to the underlying format—even though the architecture and design of the resulting experience and content within that experience should be driving those more technical decisions.
Arguably, the most critical aspect of structured content—“the architecture”—drives the success of the content for people and machines. The pitfalls of leaping directly into a technology discussion—about XML, content management systems, etc.—vs. spending the right time and focus on design can often lead to significantly less successful content, rework, and additional cost.
Attend this mini-workshop with Andrea Ames to better understand content modeling at the deliverable and experience level—not at the individual article or topic level. You’ll learn about an approach for accomplishing great content architecture (one that can save time, reduce costs, and help you use your limited resources wisely). And, you’ll discover the steps you’ll need to follow in order to successfully create—and validate—your own content modeling approach.
[Handout for Mini-Workshop] Content Architecture: Where Humans and Machines A...Andrea L. Ames
Handout to accompany Andrea's Information Development World mini-workshop
mini-workshop slides: https://www.slideshare.net/aames/miniworkshop-content-architecture-where-humans-and-machines-agree
http://informationdevelopmentworld.com/speakers/andrea-ames/
[Keynote] Human vs Machine: Conflict or Collaboration?Andrea L. Ames
Andrea's Information Development World 2017 keynote
Unless you have been vacationing on Mars for the past couple of years, you know that AI, machine learning, and cognitive computing are the hottest things in digital experience since HTML 1.0. And as a savvy content professional, you know that 80-90% of the digital experience is content. Content is the conversation we have with our prospects and our customers. Content carries the client relationship into the digital realm.
So how does content fare in this new, smarter digital space? What impact does machine-based experience have on the content that we create and the content experiences we want our customers to have? Must we learn an entirely new way of doing things? Or is the Machine Age just forcing us to adopt content-creation approaches that we should have been using all along? Is the development of human-readable content in conflict with the processes and designs we must follow to create good machine-processable content? Or is the content more similar than not?
In this opening keynote address, content experience strategist, Andrea Ames, will discuss the importance of making our content both human-readable and machine-processable. You’ll discover how doing so can help you ensure you are providing the best content experiences possible.
Andrea's half-day LavaCon 2017, Portland, OR, workshop
You’ve likely heard of Design Thinking, but did you know that it’s not specifically and only about “design” as we typically think of design — industrial, interaction, or visual design of products? Design Thinking is a methodology for problem solving, and we’ve all got challenges and issues we need to address every day! In fact, Design Thinking is becoming more and more common as a general business practice. And it’s great for working through content challenges!
Join Andrea for a half-day, experiential tour of several techniques used in Design Thinking. Using one or more sample problems, workshop participants will work together to develop solutions following a Design Thinking framework. Because we’ll be face-to-face, we’ll go low-tech and focus on the framework and techniques using flip-chart paper and stickie notes. Andrea will also discuss how to get the most from the process across geographically distributed teams using online tools.
Managing Stakeholders Across the Content Ecosystem: The Key to Implementing a...Andrea L. Ames
Andrea's LavaCon 2017, Portland, OR, presentation
Trying to implement an content strategy that supports your customers across their entire journey–or even just sell the idea to decision makers? Having problems getting it to fly? More than any other single aspect, stakeholder management is critical to getting support for and implementing a unified content strategy (or ANY project, for that matter). You need to understand THEIR needs and ensure that you’re communicating continually to quiet objections and move your project forward. And it’s not always easy–especially when you’re leading initiatives across silos and teams with no direct authority. Influencing those stakeholders is key!
In this session, Andrea will discuss the success factors to aim for, and the behaviors that can trip you up, when managing stakeholders to successfully support your clients, solve business problems, and drive revenue and customer loyalty!
Structured Content ... Sexy? Strategic? Or Both?Andrea L. Ames
Andrea's presentation at Adobe DITA World 2017
It might be hard to believe, but Structured Content has been around for decades. FrameBuilder (an early version of FrameMaker with structured content support) made its debut in the early 1990s. Through the rise of modern tools, like FrameMaker 2017, and technologies, like DITA, structured content has become much easier to author, and thus more popular.
But is structured content important? Or is it just another (albeit long-lived) trend? Given structured content's long reign, isn’t it time for a new strategy to overthrow the throne? For now, at least, the answer is “no.”
If there is a holy grail of content, most experts would probably agree it’s structure. Why? Because structure provides so many benefits, in so many different ways – to authors and authoring, to the content experience, enabling achieving business goals. And the list goes on.
In her presentation, Andrea will discuss the business, user experience, and organizational impact of structured content – all of the aspects that make structured content strategic. And then she’ll try to convince you that structured content is sexy, too!
Influencing Up through Personal LeadershipAndrea L. Ames
Andrea's presentation at CIDM Best Practices 2017
Whether you are a manager or an individual contributor who is leading an information initiative, project, or team, you are likely answering to someone for your resources and approval for the focus of your efforts. Most often, that someone is a busy manager or executive with broad areas of responsibility and concern. In her world, you are one of 10, 25, or even 50 individual initiatives. So how do you get your team, your project, or even your career development or advancement on her radar — AND get her approval, funding, or other support?
There is an art to “managing up,” and everyone, at every level, should learn how to do it and practice it! You can become an influence ninja by focusing on only what you can personally control! Join Andrea as she shares the key, actionable tips, tricks, and tools that have brought her the best success in influencing up. (First tip: All of her tips apply to influencing in ANY direction!)
Participants will get an overview of influencing, the key building blocks of personal leadership that provide the platform for true influence, and tips for how to influence anyone, at any level, no matter how much positional power they have.
Post-Sales Content and the Future of MarketingAndrea L. Ames
Andrea's presentation at Content Marketing World 2017
Are your marketing priorities focused primarily on the traditional “get sales” mantra? Or perhaps the holy grail of customer advocacy is in your sights? Maybe you’re hoping for both sales and advocates and are discouraged by the challenges of attacking two seemingly unrelated goals. If this sounds like you, you’re not alone.
Luckily, the answer is simple — not easy, but simple. The simple part: The experience with the product and the product content is the bridge that closes the gap between a customer purchasing your product and that customer advocating for the product. The not-easy part: You likely don’t own the post-sales customer experience.
Join Andrea in this session as she throws down a controversial gauntlet: Post-sales product content is not only the most critical key to solving this problem but also the future of marketing. WHAT?! If that’s the case, how do you ensure that this content is satisfying the needs of marketing? Andrea’s going to discuss that, too! In this session, she will discuss:
The right environment to ensure a customer experience that drives sales and advocacy
The critical components of that environment for measurably impactful content
The skills needed to lead and drive the creation of that content
Modeling the Content Experience: Delivering the Right Content, to the Right P...Andrea L. Ames
Presentation by Andrea Ames (@aames) from STC Summit 2017 (#stc17): https://summit.stc.org/schedule/
Do you work in a multi-product environment and struggle to keep content experiences consistent and delightful for your customers across the enterprise? Do you feel that your style and design guidance is necessary, but not sufficient, to address the task of ensuring your content is delivered to the right person, in the right place, and at the right time? If so, join Andrea for this deep-dive into modeling the content experience. You will dive into a real-world example and work in a group to follow Andrea's process for creating the framework of several models. You will complete enough of each model to continue the process back on the job, and you will take away actionable advice, tips, and tricks to make the work as efficient and successful as possible. Bring your questions and plan to get your hands dirty and have fun!
In this hands-on workshop, you will learn
- What content experience modeling is and how it differs from content or topic modeling
- How modeling benefits your customer experience
- What some typical models are and how to identify the right models for you
- How to design, develop, and validate models
- How to enable the content designers and developers on your team to apply those models
Closing the Gap Without Falling Into It: Creating an Ecosystem to Unify Conte...Andrea L. Ames
Presentation by Andrea Ames (@aames) from Intelligent Content Conference 2017 (#intelcontent): http://www.intelligentcontentconference.com/sessions/setting-up-an-roi-process-around-content/
Are you a Marketer thinking post-sales content has only a niche role to play in marketing? If you’d like to increase post-sales content in the pre-sales phases of the client journey, do you have resources — time, money, or people — to do so?
Are you a post-sales content professional who has been told “everybody sells?” Have you been asked to demonstrate how your work contributes to revenue generation and customer loyalty?
If this sounds familiar, join Andrea to discuss how a content strategy that is unified across the entire client journey — from discovery to advocacy — and the right ecosystem (team, culture, etc.) can help you address these truths. In this session, you will learn:
Key components of a unified content strategy to deliver successful content across the client journey
Content ecosystem prerequisites for successfully creating and implementing that unified strategy
How people and culture (organization, roles, incentives, performance measures) can drive your strategy — or send it over a cliff!
Design: Prereq to Tech! Deliver the right content using design thinkingAndrea L. Ames
Presentation by Andrea Ames (@aames) from CMS/DITA North America 2017 (#cmsconference): https://cm-strategies.com/2017-cms-conference/agenda-day-3-2/ames/
Before you DITA, know your users, their goals, and the content that they need. Then design an experience that delivers the right content at the right time, and leverage the capabilities of DITA to implement that experience. Easy to say…not always easy to do. Enter Design Thinking! The Design Thinking approach provides a collaborative framework for thinking about a problem space and gives you the methods to take action. And it’s FUN!
This presentation describes the basics of the Design Thinking problem-solving framework, how to apply it to a content challenge, and how it can be used to generate ideas and requirements.
Do you know how well your content is performing? Is it achieving the goals you set for it? If it is, do you know why? And even more importantly, if it isn’t, do you know why not? It can be difficult to answer these questions. We know we want to measure something, but we might not know what to measure. We might not even be exactly sure how to articulate the answer we hope to get so that we can “ask the right question.”
In this session, Andrea will describe a method for evaluating your problem space starting with the result you hope to achieve. She’ll discuss the merits of this approach, how it will help you to determine what data you want to collect, and how to best collect and analyze the right data to determine the effectiveness of various kinds of content.
You Mean You Don't Have to Start Over Every Time?Andrea L. Ames
Learning to work smarter, not harder, with content -- advice to marketing content folks from the technical content practice
Is your typical approach to new marketing project to start from scratch? Are you under the gun to do more and more with less time and fewer resources? And are you feeling the pain of that “start from scratch” process considering the current demands on you and your time? This is your invitation to get a peek into the technical content practitioner’s playbook and learn some post-sales content secrets to apply to your pre-sales content projects. You might think technical content folks are geeky recluses who transcribe dry specs and have nothing to share with marketing. This keynote will change your mind and open communication with those technical folks across the aisle.
Content Experience Leadership: Transforming Your Organization for Content Exc...Andrea L. Ames
Half-day workshop for TCUK 2015. An exploration of content ecosystem and the critical factors across the ecosystem that can enable teams to design and deliver high-value content, communicate that to the business or client, and measure the impact.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
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?
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How Mentoring Elevates Your PM Career | PMI Silver Spring Chapter
The Edge for Project Success: Leadership Skills to Deliver through Teams
1. The Edge for Project Success:
Leadership Skills to Deliver through Teams
Presented by Andrea L. Ames, IBM
Senior Technical Staff Member /
Information Experience Strategist & Architect
(c) Andrea L. Ames, 2006-2011 1
2. About Andrea
Technical communicator since 1983
Areas of expertise
Information architecture and design and interaction design for
products and interactive information
Information and product usability—from analysis through
validation
User-centered design and development process
IBM Senior Technical Staff Member
University of CA Extension certificate coordinator
and instructor
STC Fellow, past president (2004-05), and past member
of Board of Directors (1998-2006)
ACM Distinguished Engineer
(c) Andrea L. Ames, 2006-2011 2
3. Agenda
How successful will you be with your teams?
A quiz
Leadership in teams
Demystifying successful teaming
Team leadership myths
Taking action…as a team leader
and a team member
Resources
(c) Andrea L. Ames, 2006-2011 3
4. The question is not…
“Will you participate in something
that involves others?”
The question is…
“Will your involvement with
others be successful?”
– John Maxwell,
The 17 Indisputable Laws of Teamwork
(c) Andrea L. Ames, 2006-2011 4
5. A quick quiz…
1 = Never; 2 = Sometimes; 3 = Always
1. I take complete ownership of my
responsibilities.
2. I do my job to the best of my ability so my
leader will be able to focus more on the larger
challenges my team faces.
3. When my leader suggests a book or resource
to me, I usually invest in it.
4. I continually learn from other leaders.
5. I believe that everyone is important, but
everyone isn’t equal.
(c) Andrea L. Ames, 2006-2011 5
6. A quick quiz… (cont.)
1 = Never; 2 = Sometimes; 3 = Always
6. I treat each member of the team with respect, because
each person has unique gifts and talents that allow us
to be successful.
7. I acknowledge other people’s gifts, skills, and abilities,
and encourage them to step forward when our team
faces a challenge they can help with.
8. I am developing my leadership skills, so I will be
prepared when called upon.
9. When the team faces a challenge, I think in terms of
mobilizing people to meet it.
10. My motivation for taking on a leadership role is to help
the team.
(c) Andrea L. Ames, 2006-2011 6
7. How did you do?
24 – 30 This is an area of strength
16 – 23 This area might not be hurting
you, but it’s not helping, either.
10 – 15 This is an area of weakness in
your teamwork.
(c) Andrea L. Ames, 2006-2011 7
8. Leadership in the context of a team
Critical to the success of any project requiring
the efforts of more than one person – in other
words, any project in today’s work environment
Difficult to describe, even by those
who are good at it
Is shrouded in mystery and
perceived to be an inborn talent
Can be learned
Is the edge that separates successful
teams from those that aren’t so much
(c) Andrea L. Ames, 2006-2011 8
9. The mystery of good teams
demystified…the 17 Laws (John Maxwell)
Significance The Catalyst
One is too small a number to achieve Winning teams have players who
greatness make things happen
The Big Picture The Compass
The goal is more important than the Vision gives team members direction
role and confidence
The Niche The Bad Apple
All players have a place where they Rotten attitudes ruin a team
add the most value
Countablity
Mount Everest Teammates must be
As the challenge escalates, the need able to count on each
for teamwork elevates other when it counts
The Chain The Price Tag
The strength of the team is impacted The team fails to reach
by its weakest link its potential when it fails
to pay the price
(c) Andrea L. Ames, 2006-2011 9
10. The mystery of good teams
demystified…the 17 Laws, cont. (John Maxwell)
The Scoreboard The Edge
The team can make adjustments The difference between two
when it knows where it stands equally talented teams is
leadership
The Bench
Great teams have great depth High Morale
When you’re winning, nothing
Identity hurts
Shared values define the team
Dividends
Communication Investing in the team compounds
Interaction fuels action over time
(c) Andrea L. Ames, 2006-2011 10
11. The Edge: The difference between two
equally talented teams is leadership
The key to success?
Personnel determine the
potential of the team
Vision determines the
direction of the team
Work ethic determines the
preparation of the team
Leadership determines the success of the team
– the difference between two equally talented
and prepared teams with the same direction
(c) Andrea L. Ames, 2006-2011 11
12. Leaders…
See farther than their teammates
See things more quickly than
their teammates
Know what’s going to happen and
anticipate it
Get the team moving in the right
direction ahead of time
How…?
(c) Andrea L. Ames, 2006-2011 12
13. Leaders lift teams to new levels by working
with people and bringing out their best
Transfer ownership of work to those who do it
Create an environment where team members
want to be responsible
Build capability on the team – project-related and
personal
Learn quickly and encourage others to do so
Do things just a little bit better than others do
Model team member behavior – become a team
member that everyone wants…What?!
(c) Andrea L. Ames, 2006-2011 13
14. Team leadership is shared
and situational
Significant research backs this up!
Two myths:
Myth of the Head Table – One person is
always in charge in every situation
Myth of the Roundtable – Everyone is equal,
all opinions count the same,
and team can function
without leadership
(c) Andrea L. Ames, 2006-2011 14
15. Myth of the Head Table
One person is always in charge in every situation
Challenge of the moment often determines
who must lead
Every person on the team has strengths
that come into play
More challenge = more need for
leadership
Thus, the more leaders a team
develops, the more edge it has
(c) Andrea L. Ames, 2006-2011 15
16. Myth of the Roundtable
Everyone is equal, all opinions count the same, and team can function
without leadership
Everyone is important, but not equal
Who is most important?
The person in a given area with:
Greatest skill
Greatest experience
Greatest productivity
Teams are not democracies
More like benevolent dictatorships
(c) Andrea L. Ames, 2006-2011 16
17. Things to consider…and hopefully
discuss with your team
How are leaders appointed in my organization?
What qualities does a person need to lead my team?
How can my organization avoid the Myth of the
Head Table and the Myth of the Round Table?
What role has leadership played on your teams –
successes and setbacks?
How are you developing your own leadership
skills?
What changes do you need to make so your
leader can do her job more effectively?
(c) Andrea L. Ames, 2006-2011 17
18. Take action!
Acknowledge the value of leadership.
Take personal responsibility for your own
growth:
Become a better team member.
Put yourself on a leadership-development
program to become a better team leader.
Find a leadership mentor.
Adding value to you adds value
to the team!
(c) Andrea L. Ames, 2006-2011 18
19. Take personal responsibility for
your own growth
Build your brand
Know, manage, and lead yourself
Emotional intelligence
Seven habits
Attitude
360-degree leadership
Know your strengths
StrengthsFinder 2.0
StandOut
Follow your passion
Add value and articulate it
Get a mentor; mentor others; connect!
(c) Andrea L. Ames, 2006-2011 19
20. The 21 Irrefutable Laws of Leadership
The Law of The Lid The Law of The Big Mo
Do not limit an organization as others Create momentum and lift the team to
do a higher level than others do
The Law of Influence The Law of Solid Ground
Have greater influence than others do Stand on a foundation of trust that is
more solid than others
The Law of Process
Value the process of developing The Law of Respect
people more than others do Command greater respect than others
do
The Law of Navigation
Prepare the team for the journey better The Law of Intuition
than others do Work on leadership
issues earlier than
The Law of E.F.Hutton others do
Communicate more effectively than
others do The Law of
Magnetism
Draw more leaders to
themselves than others do
(c) Andrea L. Ames, 2006-2011 20
21. The 21 Irrefutable Laws of Leadership
(cont.)
The Law of Connection The Law of Priorities
Connect with people better than others Establish priorities more effectively
do than others do
Understand and use timing more
The Law of The Inner effectively than others do
Circle The Law of Sacrifice
Bring stronger key people around Give up their personal agendas more
them than others do than others do
The Law of Reproduction The Law of Explosive
Reproduce more leaders than others
do Growth
Grow leaders and organizations faster
The Law of Victory than others do
Win with teams more than others do
The Law of Legacy
The Law of Buy-In Leave a legacy that lasts longer than
Sell themselves and their vision to a others do
greater degree than others do
(c) Andrea L. Ames, 2006-2011 21
22. Take a minute to jot down…
What I’m doing to develop better leadership
skills:
__________________________________
People who can help me on my
leadership journey:
__________________________________
My next step on my leadership journey
is to:
__________________________________
(c) Andrea L. Ames, 2006-2011 22
23. Resources
Leadership Networking
The 21 Irrefutable Laws of Leadership, John Never Eat Alone: And Other Secrets
Maxwell to Success, One Relationship at a Time, Keith
360-Degree Leadership, John Maxwell Ferrazzi
Principle-Centered Leadership, Stephen Covey
The 8th Habit, Stephen Covey Personal development
Leadership, Tom Peters The 7 Habits of Highly Effective People,
Stephen R. Covey
Teaming Emotional Intelligence: Why it can matter more than
IQ, Daniel Goleman
The 17 Indisputable Laws of Teams, John Maxwell Attitude 101, John C. Maxwell
The Wisdom of Teams: Creating the High- StrengthsFinder 2.0, Tom Rath
Performance Organization, Jon R. Katzenbach and
Douglas K. Smith StandOut, Marcus Buckingham
Communication
Talking from 9 to 5, Deborah Tannen, Ph.D.
Fierce Conversations, Susan Scott
Crucial Conversations, Kerry Patterson, Joseph
Grenny, Ron McMillan, and Al Switzler
Mentoring
Mentoring 101, John Maxwell
Power Mentoring, Ellen Ensher
(c) Andrea L. Ames, 2006-2011 23