Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Tools for Effective Feedback: Creating a Culture for Performance ImprovementWINNERS-at-WORK Pty Ltd
Managers the world over are reluctant to give timely, relevant, and useful feedback; particularly when it is negative. They are often afraid of ‘opening a can of worms’ or can’t find the time to do so. In this presentation, we look at some simple strategies and tools for giving effective feedback that is most likely to improve performance.
By the end of this broadcast, you will be able to:
• Understand the key ingredients of broaching sensitive topics with team members in effective ways;
• Apply some tools for giving effective feedback; and
• Build your confidence in giving all types of feedback in the workplace.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Tools for Effective Feedback: Creating a Culture for Performance ImprovementWINNERS-at-WORK Pty Ltd
Managers the world over are reluctant to give timely, relevant, and useful feedback; particularly when it is negative. They are often afraid of ‘opening a can of worms’ or can’t find the time to do so. In this presentation, we look at some simple strategies and tools for giving effective feedback that is most likely to improve performance.
By the end of this broadcast, you will be able to:
• Understand the key ingredients of broaching sensitive topics with team members in effective ways;
• Apply some tools for giving effective feedback; and
• Build your confidence in giving all types of feedback in the workplace.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Encouraging conversations are about challenging people to maintain or improve their performance. Through positive reinforcement and gentle, but firm encouragement, leaders are building commitment from team members. Commitment leads to better performance. In this unit we look at the ways and means to encourage higher performance through positive support.
Relationship building conversations are designed to improve the working relationship between the leader and colleague. Inevitably, at least one relationship needs improvement in a team. This unit discusses five steps to building better working relationships. Good working relationships are the cornerstone of performance.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
There are several essential skills required to be an effective communicator. These skills give you the edge when dealing with a powerful person in a conflict situation. This session considers both verbal and non-verbal communication behaviours and skills and how they can be applied when interacting with others.
Having authentic performance conversations is a critically important leadership skill. Authentic conversations are influential and change behaviour. Authenticity boils down to five core pillars. These pillars can be learnt and will make a significant different to the quality of interaction you have with the people you lead.
Employee engagement an outcome and a choiceetimes2.com
Employee engagement is an outcome of the individual's experience to date with his/her employer. That experience will have provided lessons. S/he will make choices based on these lessons.
Conversations are at the heart of a manager’s work. It’s through conversations that managers coach, inspire, motivate, provide feedback, and much more. Being authentic is about staying authentic, relatable, and firm and fair. This unit provides managers with an understanding of what it means to be an authentic leader and how to go about this.
Positive reinforcement is a key element in behavioral analysis. It is the most powerful interpersonal tool. It can be a word of encouragement, reward or praise - that charges nothing but puts up individual to go as far as they are capable. So, what are the other factors of positive reinforcement that can help in changing and improving an individual’s behavior? Here we have the presentation that emphasizes on positive reinforcement and its factors.
Employability & Personal Development: Contributing to a TeamThe Pathway Group
Employability & Personal Development - Contributing to a Team talks about how to work well withing a team. It gives FREE team work training activities and discussion points.
If you would like to find out more about pre-employment or employed training that Pathway Group can give you please call us on: 0121 707 0550 or e-mail: info@pathway group.co.uk
People who are effective at dealing with conflict are flexible in the way they approach conflict. In this session we explore the five ways that conflict can be approached. Participants complete a conflict profile before this unit to understand their preferred style and approach.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Encouraging conversations are about challenging people to maintain or improve their performance. Through positive reinforcement and gentle, but firm encouragement, leaders are building commitment from team members. Commitment leads to better performance. In this unit we look at the ways and means to encourage higher performance through positive support.
Relationship building conversations are designed to improve the working relationship between the leader and colleague. Inevitably, at least one relationship needs improvement in a team. This unit discusses five steps to building better working relationships. Good working relationships are the cornerstone of performance.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
There are several essential skills required to be an effective communicator. These skills give you the edge when dealing with a powerful person in a conflict situation. This session considers both verbal and non-verbal communication behaviours and skills and how they can be applied when interacting with others.
Having authentic performance conversations is a critically important leadership skill. Authentic conversations are influential and change behaviour. Authenticity boils down to five core pillars. These pillars can be learnt and will make a significant different to the quality of interaction you have with the people you lead.
Employee engagement an outcome and a choiceetimes2.com
Employee engagement is an outcome of the individual's experience to date with his/her employer. That experience will have provided lessons. S/he will make choices based on these lessons.
Conversations are at the heart of a manager’s work. It’s through conversations that managers coach, inspire, motivate, provide feedback, and much more. Being authentic is about staying authentic, relatable, and firm and fair. This unit provides managers with an understanding of what it means to be an authentic leader and how to go about this.
Positive reinforcement is a key element in behavioral analysis. It is the most powerful interpersonal tool. It can be a word of encouragement, reward or praise - that charges nothing but puts up individual to go as far as they are capable. So, what are the other factors of positive reinforcement that can help in changing and improving an individual’s behavior? Here we have the presentation that emphasizes on positive reinforcement and its factors.
Employability & Personal Development: Contributing to a TeamThe Pathway Group
Employability & Personal Development - Contributing to a Team talks about how to work well withing a team. It gives FREE team work training activities and discussion points.
If you would like to find out more about pre-employment or employed training that Pathway Group can give you please call us on: 0121 707 0550 or e-mail: info@pathway group.co.uk
People who are effective at dealing with conflict are flexible in the way they approach conflict. In this session we explore the five ways that conflict can be approached. Participants complete a conflict profile before this unit to understand their preferred style and approach.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
When you can't observe a team member, how do you give them feedback on their performance? We consider getting the other person to provide that feedback.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Feedback is the breakfast of champions. This session looks at the practical considerations that enable leaders to give powerful feedback that reinforces or changes behaviour. What are the do’s and don’ts when giving team members feedback that make a difference?
Managers the world over are reluctant to give timely, relevant, and useful feedback; particularly when it is negative. They are often afraid of ‘opening a can of worms’ or can’t find the time to do so. In this presentation we look at some simple strategies and tools for giving effective feedback that is most likely to improve performance. Learn some of the ways to broach sensitive topics with confidence and skill.
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
Studies show that giving and receiving criticism is one of the most difficult interpersonal skills. Being able to accept and give criticism that is focused on the behaviour and not the person is a key ingredient for success. This session covers several strategies and techniques to build confidence to separate emotion from the situation of receiving or giving constructive criticism.
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
Everybody is is the business of influence. we try to influence our boss, we try to influence our team, we try to influence our colleagues ... our partner ... our children. It never ends. And guess what: they are trying to influence us too. Influence is critical; to our success.
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Feedback is not always received the way it is intended. How can defensiveness be overcome?
About this event
Surveys consistently show that employees feel they aren't getting enough feedback. We also know that frequent feedback and high levels of engagement go hand-in-hand.
How do we encourage leaders to give more constructive feedback? What are the ways to make feedback palatable and impactful?
There are several ways to give feedback without the other person getting defensive. The key is to get the recipient of the feedback engaged in the feedback. Feedback should be a dialogue, not a monologue.
This presentation considers four practical and easy-to-implement ways of giving feedback. This material comes from Tim Baker's new book, "Breaking The Proactive Paradox."
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
The SuperTeam combined human beings with AI. This shifts the focus from competition between people and smart machines to collaboration.
About this event
To work collaboratively, an understanding and appreciation of the strengths and weaknesses of humans and machines is the starting point. How can machines enhance the work of employees? What do humans now do better than machines? Teams can then allocate work responsibilities based on the answers to these two questions. Machines and people then become a partnership that Wilson and Daugherty call collaborative intelligence.
The concept of the “super job” is discussed by management consultant, Erica Vollini, and colleagues, in the article, From Jobs to Superjobs. Super jobs are jobs that combine work and responsibilities with technology to broaden the scope of the work performed. These super jobs combine what humans and machines do best to magnify the productive impact of work.
SuperTeams are an extension of this idea. These teams combine people and machines to leverage their collective capabilities to solve problems, gain insights, and create value. Thomas Malone of MIT has been exploring how groups of humans and machines can work together to achieve new levels of intelligence. This is that Wilson and Daugherty of Accenture, refer to as collaborative intelligence.
Join me for an interesting overview of the new world of work that will be dominated by the SuperTeam.
This material comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. Unit 1—The Ingredients of
Effective Feedback
Unit 2—Enhancing Your
Personal Influence
Unit 3—Optimising Team
Performance
Unit 4—Getting the Very
Best from People
Unit 5—Understanding
People and their
Personalities
Unit 6—Facilitating Effective
Meetings
3.
4. Roughly by a three to one margin, employees
believe that constructive feedback does more to
improve their performance than positive feedback
The secret to having employees listen to your
feedback is whether or not they respect you.
Respect is earned, incredibly hard to get, and
requires authenticity.
You could have the
exact same thing said
by two different
people with two
completely different
effects.
5.
6. Managing Expectations
What are my expectations as the leader?
Have I communicated these expectations to my team?
Do my team understand my expectations?
Do my team members accept my expectations?
Are my team members committed to meeting those expectations?
Do my team members know how they are performing against those expectations?
Am I supporting my team members to achieve those expectations?
9. Make your feedback specific
“Overall good job on the
presentation at this
morning’s meeting. But it
could have been better.”
This is so vague. What was
wrong with it. Plus, just
because you didn’t like it,
does it necessarily mean it is
bad? How could it have been
better?
“Great job on the presentation!
I really like how you used
statistics to back up your key
points.
One small comment: Maybe for
next time would be to invite
more comments from the group
to get them more involved.”
17. Your homework
Make a commitment to give feedback
three times a day for the next week
18. Unit 1—The Ingredients of
Effective Feedback
Unit 2—Enhancing Your
Personal Influence
Unit 3—Optimising Team
Performance
Unit 4—Getting the Very
Best from People
Unit 5—Understanding
People and their
Personalities
Unit 6—Facilitating Effective
Meetings