How Taking the High Road Creates a Competitive Advantage in Business
By Adrian Gostick & Dana Telford
What is integrity and why is it important in business?
Authors Adrian Gostick and Dana Telford believe businesspeople with a high degree of integrity consistently display 10 telling characteristics that, in turn, gives them a competitive advantage within both their companies and their industries.
This book offers practical advice on developing a higher sense of integrity and its resulting competitive advantage.
This document discusses various topics related to ethics, including critical thinking, failure, moral disengagement, strategic forgetting, permissive environments, pre-emptive justification, gender bias, self-deception, prevention, guidelines, and two scenarios involving unethical behavior at an energy rating company and a competing company certifying homes without proper testing.
Ever wondered if what you do on a daily basis is important? This gentle presentation for managers and Board members will discuss how everything you do has some effect on someone or something, and how your decisions matter to more people than you are aware.
Public Relations: Training Your Ethical MindMark McClennan
Public relations professionals face a variety of ethical issues every day. Frequently they do not have the time to examine all sides of the issues. How can PR professionals, agencies and other communications professionals train their ethical mind to make the right call, even under time pressure. What are 10 common types of failure? How is social media changing the dynamic?
This presentation was first given at the 2012 PRCA Conference in Hunstville, AL
This document discusses leadership lessons for turbulent times. It states that while visionary leaders are important, sustainable excellence comes from strong managers. Great managers hold organizations together through diverse teams. Additionally, different leadership styles are needed for different situations, and stellar teams are made up of unique individuals who figure out how to work together effectively. The document advocates for leaders who embrace complexity and diversity rather than trying to control every aspect.
Creating a healthy and successful workplace culture through joyful, compassionate, people-centered leadership as exemplified by Scrooge’s first boss, Old Fezziwig in Dicken’s classic, A Christmas Carol.
This document provides an agenda for the 2007 Financial Planning Symposium hosted by the Financial Planning Association of Southern Wisconsin. The event will take place on November 6-7 at the Country Springs Hotel & Conference Center in Pewaukee, WI. The agenda includes sessions on ethics, financial planning best practices, long-term care planning, portfolio management strategies, and behavioral finance topics. Presenters will provide continuing education credits for CFP certification and Wisconsin insurance requirements.
This document provides an overview of career transitions and planning. It discusses the changing employment landscape with shorter job tenures. It emphasizes defining success on your own terms and having flexibility. The document provides advice on developing leadership skills, cultivating strong character, resolving conflicts, learning from mentors, networking, and continual self-improvement. It stresses the importance of practical skills like communication, social media presence, and understanding workplace politics. The conclusion encourages attendees that healthcare can be a rewarding career.
This document discusses various topics related to ethics, including critical thinking, failure, moral disengagement, strategic forgetting, permissive environments, pre-emptive justification, gender bias, self-deception, prevention, guidelines, and two scenarios involving unethical behavior at an energy rating company and a competing company certifying homes without proper testing.
Ever wondered if what you do on a daily basis is important? This gentle presentation for managers and Board members will discuss how everything you do has some effect on someone or something, and how your decisions matter to more people than you are aware.
Public Relations: Training Your Ethical MindMark McClennan
Public relations professionals face a variety of ethical issues every day. Frequently they do not have the time to examine all sides of the issues. How can PR professionals, agencies and other communications professionals train their ethical mind to make the right call, even under time pressure. What are 10 common types of failure? How is social media changing the dynamic?
This presentation was first given at the 2012 PRCA Conference in Hunstville, AL
This document discusses leadership lessons for turbulent times. It states that while visionary leaders are important, sustainable excellence comes from strong managers. Great managers hold organizations together through diverse teams. Additionally, different leadership styles are needed for different situations, and stellar teams are made up of unique individuals who figure out how to work together effectively. The document advocates for leaders who embrace complexity and diversity rather than trying to control every aspect.
Creating a healthy and successful workplace culture through joyful, compassionate, people-centered leadership as exemplified by Scrooge’s first boss, Old Fezziwig in Dicken’s classic, A Christmas Carol.
This document provides an agenda for the 2007 Financial Planning Symposium hosted by the Financial Planning Association of Southern Wisconsin. The event will take place on November 6-7 at the Country Springs Hotel & Conference Center in Pewaukee, WI. The agenda includes sessions on ethics, financial planning best practices, long-term care planning, portfolio management strategies, and behavioral finance topics. Presenters will provide continuing education credits for CFP certification and Wisconsin insurance requirements.
This document provides an overview of career transitions and planning. It discusses the changing employment landscape with shorter job tenures. It emphasizes defining success on your own terms and having flexibility. The document provides advice on developing leadership skills, cultivating strong character, resolving conflicts, learning from mentors, networking, and continual self-improvement. It stresses the importance of practical skills like communication, social media presence, and understanding workplace politics. The conclusion encourages attendees that healthcare can be a rewarding career.
Colin Powells Leadership Presentation297Eric Brown
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
Colin Powells Leadership Presentation297rudrajitghosh
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping them motivated.
This document contains 18 leadership lessons from General Colin Powell. Some of the key points discussed are: effective leaders are willing to make tough decisions and confront issues rather than avoid them, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and leadership involves responsibility and difficult choices that can result in a lonely position at the top.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, remain accessible to solve problems, challenge experts and conventional wisdom, pay attention to details while encouraging new ideas, take prudent risks without waiting for permission, and focus on attracting and developing talented people. The key is adapting leadership style to each situation rather than following stereotypes or management fads.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that true leadership requires taking responsibility, having optimism and vision, and focusing on developing others.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people. Overall, the document outlines Powell's philosophy that strong, principled leadership is essential for any organization to thrive.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, address problems brought by their team, challenge experts and established ways of thinking, pay attention to important details, try new approaches without asking for permission, look below the surface, focus on attracting and developing talented people, and adapt their leadership style to each situation rather than following stereotypes or management fads. The overall message is that effective leadership requires flexibility, challenging the status quo, and prioritizing people and execution over rigid plans or titles.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, remain accessible to solve problems, challenge experts and conventional wisdom, pay attention to details while encouraging new ideas, take prudent risks without waiting for permission, and focus on attracting and developing talented people. The key is adapting leadership style to each situation rather than following stereotypes or management fads.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders are willing to make tough decisions and confront problems directly, even if it means upsetting some people. Leaders need to be accessible to their team and address any issues that arise. They should not be afraid to challenge experts or conventional wisdom and should pay attention to important details while still encouraging new ideas. Effective leaders focus on attracting and developing talented people rather than rigid hierarchies or the latest management trends.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people.
This document contains 18 leadership lessons from General Colin Powell. Some of the key points discussed include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; experts can become complacent so don't be afraid to challenge them; strategy is meaningless without effective execution; and great leaders simplify complex problems and communicate clear solutions.
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
Colin Powells Leadership Presentation297Eric Brown
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
Colin Powells Leadership Presentation297rudrajitghosh
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping them motivated.
This document contains 18 leadership lessons from General Colin Powell. Some of the key points discussed are: effective leaders are willing to make tough decisions and confront issues rather than avoid them, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and leadership involves responsibility and difficult choices that can result in a lonely position at the top.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, remain accessible to solve problems, challenge experts and conventional wisdom, pay attention to details while encouraging new ideas, take prudent risks without waiting for permission, and focus on attracting and developing talented people. The key is adapting leadership style to each situation rather than following stereotypes or management fads.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that true leadership requires taking responsibility, having optimism and vision, and focusing on developing others.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people. Overall, the document outlines Powell's philosophy that strong, principled leadership is essential for any organization to thrive.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, address problems brought by their team, challenge experts and established ways of thinking, pay attention to important details, try new approaches without asking for permission, look below the surface, focus on attracting and developing talented people, and adapt their leadership style to each situation rather than following stereotypes or management fads. The overall message is that effective leadership requires flexibility, challenging the status quo, and prioritizing people and execution over rigid plans or titles.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, remain accessible to solve problems, challenge experts and conventional wisdom, pay attention to details while encouraging new ideas, take prudent risks without waiting for permission, and focus on attracting and developing talented people. The key is adapting leadership style to each situation rather than following stereotypes or management fads.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders are willing to make tough decisions and confront problems directly, even if it means upsetting some people. Leaders need to be accessible to their team and address any issues that arise. They should not be afraid to challenge experts or conventional wisdom and should pay attention to important details while still encouraging new ideas. Effective leaders focus on attracting and developing talented people rather than rigid hierarchies or the latest management trends.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions and confront issues, even if it means upsetting people; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people.
This document contains 18 leadership lessons from General Colin Powell. Some of the key points discussed include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; experts can become complacent so don't be afraid to challenge them; strategy is meaningless without effective execution; and great leaders simplify complex problems and communicate clear solutions.
QCS Leadership Conference 2019 - Managing Change From The Inside Out & Strate...Tim Miles
This document discusses challenges related to managing employees and a business. It mentions issues like finding and retaining good employees, communication between employees, government regulations, and having enough work and people to get the work done correctly. It also discusses the need for a plan to bring in new employees and get them up to speed. Maintaining customer and supplier relationships is mentioned as well. Overall the document focuses on operational and people-related issues facing a business manager.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
Five characteristics of trusting workplaces that help organizations get and keep loyal customers are: 1) having the right people in the right jobs; 2) clearly communicating a consistent vision; 3) basing the culture on defined values rather than rules; 4) habitually listening to employees and customers; and 5) focusing on employees' strengths. Trusting workplaces establish processes and coach employees to implement the "Law of Psychological Reciprocity" where people tend to reciprocate the trust and treatment they receive.
Talk given in March 2013 at Dublin City Public Libraries as part of their public lecture series on career development. Prepared and delivered by John Deely BA MSc, Occupational Psychologist with Pinpoint (www.pinpoint.ie)
Isolation can be a good thing when properly defined and utilized. Specifically:
1. Isolation allows for complete and utter focus on specific, clearly defined goals and intentions.
2. The document provides tips for using isolation to increase one's value and net worth through vision, planning, building relationships, and asking effective questions.
3. Isolation of the key people, companies, and introductions one needs allows individuals to efficiently advance their goals through strategic networking.
This document summarizes a leadership training session on "Leadership & Motivation by Example" held on July 24th and 31st, 2008. The session covered defining leadership by example, types of leadership including servant leadership, the importance of trust, and establishing credibility. Participants engaged in group exercises and discussed the "13 Behaviors of Relationship Trust". The session concluded with creating action plans to improve behaviors and the role of being a mentor.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders are willing to make tough decisions and confront problems directly, even if it means upsetting some people. Leaders need to be accessible to solve problems that their employees bring them. They should not be afraid to challenge experts or conventional wisdom. Good leaders pay attention to important details while also encouraging new ideas and flexibility.
a PPT that General Colin Powell prepared on leadership skills he finds of value. Source: Professor Paul Tumolo from Project Management class at Harvard University
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping things simple.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important factor in an organization's success is attracting and developing talented people.
Colin powellleadershipprimer 123689833791-phpapp01THE WHEEL
Colin Powell Leadership Primer-Very informative and something in which many could apply in the every day work place. Especially those who may work for large corporations agencies and politics. Enjoy and be sure to save this one on your desk top for periodic reference.
This document contains 12 lessons on leadership from General Colin Powell. The lessons emphasize that good leaders must make tough decisions that may upset others, address problems brought by their team, challenge experts and established ways of thinking, pay attention to important details, try new approaches without asking for permission, look below the surface, focus on attracting and developing talented people, and adapt their leadership style to each situation rather than following stereotypes or management fads. The overall message is that effective leadership requires flexibility, challenging the status quo, and prioritizing people and execution over rigid plans or titles.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and effective leadership requires attracting and developing talented people. The overall message is that strong leadership requires making tough choices, focusing on execution over plans, and putting people and values first.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
General Colin Powell provides 18 lessons on leadership. Some key points include: effective leaders are willing to make difficult decisions that may upset others; leaders should make themselves accessible and address problems rather than blame; leaders should not be afraid to challenge experts or follow the latest management fads blindly; and the most important asset an organization has is its people. Powell emphasizes that strong leadership requires qualities like integrity, judgment, drive and the ability to inspire others.
Colin Powells Leadership Presentation297MCPennyfather
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points covered in the lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible and address their employees' challenges; leaders should not be afraid to challenge experts or conform to stereotypes; and effective leadership relies on attracting talented people and keeping them motivated.
Change Your Thinking, Change Your Life
By John Maxwell
---------------------------
What's the one thing that separates successful people from unsuccessful ones?
It's the way they think. Despite the astounding diversity among successful people, they're all good thinkers. Good thinkers solve problems, never lack for ideas and always have hope for a better future. And the way they think can be learned.
In this execuBook, author John Maxwell says no matter what your circumstances, you can learn to be a good thinker - as long as you're willing to engage in the process every day. He describes 11 specific thinking skills that you need to develop to the best of your ability in order to become a good thinker.
This summary offers an intriguing way of thinking about thinking. It will be of interest to anyone who wishes to improve his or her mental abilities.
Drive: The Surprising Truth About What Motivates Us Abudawood Group
The document summarizes key points from Daniel Pink's book "Drive: The Surprising Truth About What Motivates Us". It discusses how traditional views of human motivation focused on external rewards and punishments (Motivation 2.0) but this is becoming less effective. Research indicates people are also motivated by autonomy, mastery and purpose (Motivation 3.0). While external motivators can be effective short-term, developing intrinsic motivation (Type I behavior) through supporting autonomy, mastery and purpose generally leads to better long-term performance and satisfaction. The document argues an update to how motivation is understood and applied is needed.
By Alex Lowy
------------------
What are the two major questions that shape and define problems?
How complex is the problem? What's the level of uncertainty? Answering those questions directs us to the correct problem-solving level, increasing the odds that what we do will be beneficial.
In this execuBook, author Alex Lowy elaborates on the impact of complexity and uncertainty and defines the three levels of problems: decisions, which should be made, problems, which need to be solved, and dilemmas, which should be managed and exploited. For each level, there are five questions to ask in order to arrive at the best course of action.
This summary outlines a way to address problem-solving. It will be of interest to all managers and others responsible for making decisions.
The document discusses how closely examining certain aspects will reveal effects that influence other aspects. It also discusses how some see those aspects as truths or things that mean other things. People are not always as they seem, and companies like their employees to take on roles, learn new skills, and guide through change while nurturing potential. The document emphasizes being inspired, looking outward, setting standards, always learning, and coaching others.
Mr. Mohamed Ghanam is the head of P&G's operations in Egypt, overseeing a vast distribution network that reaches millions of consumers across the country. His team meets daily in their office to plan sales routes, set objectives, and prepare presentations for visiting shops to sell P&G brands out of vans. Their network includes one regional headquarters, 5 branch offices, 26 sub-distributors, and 15,000 village shops that are restocked through monthly visits, bringing P&G products to more Egyptian consumers and satisfying both customers and Mr. Ghanam.
GOLD Magazine is a success-lifestyle, limited circulation magazine, produced for employees of the Abudawood Group. It reflects the company's imperative for its people to Go for Gold - to reach the highest levels of performance.
This very short document appears to be an advertisement for a company called Retail WOW! located at www.abudawood.com. It provides a website address but no other details about the company, its products or services. The document on its own does not provide enough contextual information to generate a meaningful 3 sentence summary.
Abudawood provides van sales services to help organizations maximize the availability of their brands across broad geographies. They employ well-trained independent contractors who drive company-owned vehicles to cover thousands of small, remote outlets at high frequencies, making sales presentations, processing orders, and monitoring point-of-sale. Abudawood's van sales services are proven through decades of experience, strategic in reaching rural populations, and financially attractive through their contractor model which well-supports motivated contractors.
Abudawood Marketing Services offers proven and strategic marketing services to help organizations grow sales and brand equity in local markets. They manage brands through developing communication programs, point-of-sale materials, demonstrations, distribution campaigns, and events. Abudawood's experienced marketers identify business drivers to design effective and financially attractive adaptation programs that leverage global best practices and understand local needs.
This document discusses expectations and challenges when operating in emerging markets. It notes different customs, open terrain, urban chaos, booming investment, uncertain employment, rich industry, inferior education, unfamiliar laws, political unrest, conflict, and hope. It also mentions that partnerships with world-class brands can help companies succeed in these complex environments.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
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2. The Integrity Advantage By Adrian Gostick and Dana Telford
slipping of standards that’s hard to spot — and hard to chief Shelly Lazarus notes, “Here is a brand that is
stop — until it’s too late. committed to the highest level of human endeavor and
To have the Integrity Advantage, you don’t lie or all sorts of wonderful abstract thoughts. But when it
cheat on the small things and as a result you aren’t cor- was exposed that they were involved in questionable
rupted by the larger things — the lure of power, prestige labor practices, they didn’t step up and say, ‘It’s our re-
or money. Just as importantly, if you have integrity you sponsibility and we are going to do something about
stick to your internal code of morality, even at the risk of this.’ Instead, they said, ‘We subcontract and that’s not
losing your comfortable place in the world. our business.’ It was a huge disappointment, I think, to
their employees and consumers because it was so
You Find the White (When Others counter to what people saw Nike to stand for.”
See the Gray)
In the work world, we all encounter gray areas. They You Create a Culture of Trust
emerge when we’re faced with a right-versus-right The integrity of the people around you is critical. Each
decision, or when the right thing to do is unclear. And of the businesspeople interviewed works tirelessly to
the farther you rise in an organization, the harder the create a positive, ethical team environment. “It’s got to
decisions become and the more tough, gray decisions start at the top,” says Lazarus. “If we have learned any-
you face. thing from this current round of revelations, it’s that if
In such situations, you need an unwavering com- the people at the top aren’t committed to integrity, if
mitment to spend the time and energy to figure it out. they don’t live their own values and the values of the
“If there is any question if something is right or wrong, company, there’s no hope.”
or if this will impact on your integrity, you can’t just say, To have the Integrity Advantage, you help to create
‘Maybe it’s O.K.’ A person with integrity finds out,” the right work environment, one that won’t test the per-
says Joel Richards of El Paso Corp. sonal integrity of your employees or co-workers. You
To help, you need good advisors — people with in- reinforce integrity through principles, controls and per-
tegrity who can help you out. “Don’t be a lone ranger,” sonal example. And you reward those in your employ
warns Hank Paulson of Goldman Sachs. “Sometimes who display personal integrity in their actions.
people are good people but they make judgment er-
rors. It’s not a question of morality; they just make a You Keep Your Word
mistake. So whenever there’s a close call, you need to Not so long ago, if you gave your word, it was worth
seek advice, get a second set of eyes and ears.” something. Today, words are cheap.
But as Stephen Covey has noted, the key to suc-
You Mess Up, You ’Fess Up cessful relationships is trust. Joseph Badaracco, a Har-
During the Tylenol poison scare in 1982, Johnson & vard University professor and author of Leading Quietly,
Johnson acted with integrity, reacting quickly by alert- says “making good on your commitment is a window
ing the public to the potential danger and recalling mil- on integrity,” although he cautions against becoming so
lions of the capsules at a cost of around $100 million. rigidly oriented toward doing your duty that you become
The result was an increase in trust, and although some an automaton, unable to think for yourself.
people thought the Tylenol brand was dead, it remains Employees don’t follow leaders they don’t trust.
a powerhouse today. Jim Burke, the company’s presi- Employers don’t hire people or promote people they
dent and CEO at the time, says he was “absolutely don’t trust. Clients don’t buy from suppliers they don’t
convinced than an honest approach was going to trust. To have the Integrity Advantage, you act with in-
work, even though I got shaken up a couple of times tegrity to gain trust.
with people I really cared about who gave me a sce-
nario that suggested it may not.” You Care About the Greater Good
By contrast, Nike didn’t initially stand by its per- Some people call it karma. Some call it the golden rule.
ceived principles when faced with accusations of dubi- The concept remains the same: what goes around
ous labor practices in Asia in the 1990s. Advertising comes around.
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3. The Integrity Advantage By Adrian Gostick and Dana Telford
Kent Murdock at O.C. Tanner highlights the com- small, it is an organization — and a man — that sets
mitment to the collective whole: “There is a huge ethi- the standard for running a company with high integrity,”
cal perspective from committing to bettering the com- Graham says.
pany versus a personal agenda of how much money
can I get out of here. I’m not saying you have to sacri- You Hire Integrity
fice for the company — work 80 hours a week or give It’s relatively easy to teach telephone etiquette, com-
up your family. But to be successful long-term and to puter skills or company procedures. Even communica-
be noticed and rewarded, you must ensure that all your tion or language barriers can be overcome. But it’s very
actions will make the company successful.” difficult (although not impossible) to train a person to
Millard Fuller says a person with integrity lives with have integrity.
humility and an eye towards others, and can still be That’s one reason Don Graham recommends hiring
successful and well rewarded. “Integrity is thinking of and promoting people from inside your organization
the bigger picture, finding a purpose that is bigger than whenever possible. “The best way to predict what
yourself,” he says. someone’s going to do in the future is to know what
they’ve done in the past — watch how people address
You’re Honest but Modest difficult business issues, how they deal with people
Honesty isn’t something you claim, like a fancy title — who work for them, how they deal with the people for
telling everybody around how honest you are. It’s a whom they work.”
judgment made by the people around you based on Jose Paulo Lemann of Gillette says integrity is the
your actions, every day of your life. first thing he looks for in a candidate. “I think the one
“People who talk about their own integrity usually thing you really can’t deal with is lack of integrity. If a
put me on alert,” says Lazarus. Similarly, Frank Vander- person is playing games, even if they are useful to the
Sloot of Melaleuca says people shouldn’t be out telling firm in some ways, in the end they get mixed up; they
the world how honest their company is. “I had a don’t function within the whole organization.”
spokesperson once who was out touting us — and To have the Integrity Advantage, you hire and sur-
telling our salespeople to tout us — as an honest com- round yourself with straight arrows who have a strong
pany ... and to really go into our honesty as a company. sense of personal integrity. You promote those who
I reeled him in and those he had talked to. I told them demonstrate an ability to be trusted.
it’s not the right thing to do, first. And second, we
would like to run a business where after somebody has You Stay the Course
had experience with us for five or 10 or 15 years they Consistency pays off. Diane Peck, former senior vice-
say for themselves, ‘That’s an honest outfit.’ We want president of Safeway, notes that “people who have in-
to be worthy of that.” tegrity are consistent in what they say and do. They are
almost predictable ... You know what to expect from
You Act as if You’re Being Watched them, you know what the outcome is going to be.”
Does it seem as though your every move is being Consistency is the mark of a person who isn’t af-
watched? If so, you’re a leader. People really are fected by changes outside him or her. Money, power or
watching you. A leader with integrity knows this and influence may come and go, but a person’s actions are
makes decisions that can be scrutinized by anyone. inseparably connected to his or her inner moral values.
Don Graham of The Washington Post has watched You can’t harness the Integrity Advantage without
Warren Buffett, the CEO of Berkshire Hathaway, be- developing consistency.
cause he’s one of the greatest exemplars of integrity in
business. He says Buffett makes decisions as if one of Conclusion
his investors was constantly peering over his shoul- Integrity takes work. You can start by rating yourself
ders, and he isn’t afraid to discuss any and all deci- from 1 to 10 (10 being the highest) on each of the 10
sions. “I think it’s worth studying every aspect of Berk- characteristics of integrity, and then getting a second
shire Hathaway’s behavior, because in things big and or third opinion. Evaluate your environment — is it pre-
www.execubooks.com 3
4. The Integrity Advantage By Adrian Gostick and Dana Telford
venting you from acting with integrity and, if so, can Related Reading
you work to change it or do you need to get out? Leading Quietly: An Unorthodox Guide to Doing the
Finally, start an individual revolution, picking two Right Thing, by Joseph L. Badaracco, Jr., Harvard Bus-
things to work on in your own behavior — something iness School Press, 2002, ISBN 1578514878.
you’ll do differently, to act with more integrity, and
something you’ll no longer do. Focus on behaviors, two The Warren Buffett CEO: Secrets from the Berkshire
at a time, and you’ll be on the way to making the In- Hathaway Managers, by Robert P. Miles, John Wiley &
tegrity Advantage your advantage. e Sons, 2001, ISBN 0471442593.
ABOUT THE AUTHORS: Adrian Gostick is a business author, Managing With Carrots: Using Recognition to Attract
lecturer and co-author of Managing With Carrots. Dana and Retain the Best People, by Adrian Gostick and
Telford is a researcher and management consultant. Chester Elton, Gibbs Smith, 2001, ISBN 1586850776.
www.execubooks.com 4