All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
The Three E's of Leadership according to Sean Si - how I've applied it to my life, my team, my business and how it has helped me grow as a leader, manager and as a person. I'll be using this Powerpoint Deck in my talks at AIESEC in various universities in the Philippines. Check out my personal site where I blog about entrepreneurship, public speaking, leadership, and cultivating a team: http://seansi.org
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
A common question in the Lean community is, "How does the A3 fit with the Improvement Kata and Coaching Kata?" This SlideShare provides answers and is intended to generate more effective practice of scientific thinking in your organization. Watch the related video at: https://www.youtube.com/watch?v=4VwrUzIS9m8
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
The Three E's of Leadership according to Sean Si - how I've applied it to my life, my team, my business and how it has helped me grow as a leader, manager and as a person. I'll be using this Powerpoint Deck in my talks at AIESEC in various universities in the Philippines. Check out my personal site where I blog about entrepreneurship, public speaking, leadership, and cultivating a team: http://seansi.org
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
A common question in the Lean community is, "How does the A3 fit with the Improvement Kata and Coaching Kata?" This SlideShare provides answers and is intended to generate more effective practice of scientific thinking in your organization. Watch the related video at: https://www.youtube.com/watch?v=4VwrUzIS9m8
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Practical approach to the situational leadership. Vadim NareykoVadim Nareyko
Presentation from the training "Management Psychology. Practical approach to the situational leadership". Vadim Nareyko. 2014
Contents:
- 4 types of leadership styles
- 4 types of individual style
- 3 meta-programs
- 4 levels of competence
- 3 types of service companies
Pursuing the Elusive High Performance TeamBen Thorp
We all remember being on "that team." The team that banded together through tight deadlines to deliver great products. The team that was a safe place for professional conflict. The team that went to lunch and happy hour together. The team that felt more like a family. Now, 20 years after Scrum was first introduced, why are these teams still so scarce? Can we intentionally reproduce those outcomes? This presentation will fill some of the (intentional) gaps left in Scrum by its creators by exploring the leading research on high performance teams.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. The Key Habit of
Highly Effective Teams
Justin Rosenstein
@rosenstein
2. Hi, I’m Justin Rosenstein, co-founder of Asana.
(but this deck isn't about Asana)
For a decade, I’ve been
obsessed with one urgent
question for every leader...
3. Why do some teams march in unison
and achieve big dreams…
8. To organize the world’s
information and make it
universally accessible
and useful
To give people the power
to share and make the
world more open
and connected
To help create an open
world — where everyone’s
at home and can belong,
anywhere
Today’s best-performing teams know why they exist
and what they are trying to achieve.
Ours is:
To help humanity thrive
by enabling all teams
to work together effortlessly
12. Focused on relating purpose to
customer feedback
Every week, we review
quotes from our customers
that remind us when we are
and when we’re not fulfilling
our purpose.
Look, we’re helping teams work together with
less effort!
Ouch! We need to adjust because we’re not meeting
our purpose for this guy.
13. Deliver software to…
An engineer writes
code to…
To help humanity thrive
by enabling all teams
to work together effortlessly
Clarity of Purpose
filters down to everything
your team does — even
writing a line of code.
Focused on relating purpose to
everyday tasks
14. With Clarity of Purpose, team
members see the importance
of their work — no matter how
small or mundane their task
might seem.
15. Does your team know:
Why your organization or project exists?
If you’re wildly successful, how the world will be different?
How your day-to-day activities relate to your purpose?
Are you providing Clarity of Purpose?
16. Clarity of Purpose shows your team why…
Next, Clarity of Plan will show them how.
18. Without Clarity of Plan:
Projects slip
past their
deadlines
Teams march
dutifully forward…
in the wrong
direction
Meetings end
with no clear
actions
1. 2. 3.
19. To achieve Clarity of Plan:
Start by creating a master strategy with
your team.
Purpose
Master Strategy
20. Master Strategy
The strategy articulates
the top-level pillars of how
you’ll fulfill your purpose.
Design Mobile Customer
Success
21. Ensure all teammates give
feedback and have access to
this master strategy.
Master Strategy
22. Master Strategy
Key Result
Purpose
Next, create key results you’ll be
tracking and working to achieve.
These are measurable goals to
be delivered by a specific date.
Key Result Key Result
23. Now you can map out the projects
and tasks that will drive your
key results.
Master Strategy
Key Result
Project
Task
Purpose
Key Result Key Result
Project Project Project Project Project
Task Task Task Task Task Task Task Task Task Task Task
24. Armed with Clarity of Plan,
your team will march confidently forward.
As you do, check in regularly on progress.
Celebrate successes, big and small.
26. Clarity!
Conduct a 5 Whys
1. Ask “Why?”
2. Then ask “Why?” of the answer you get.
3. Keep up the curiosity until you get to
the root problem, so you can address it
and get back on plan.
Why?
Why?
Why?
Why?
Why?
27. Are you providing Clarity of Plan?
Does your team know:
What the master strategy is and how to help craft it?
How their tasks fit into the master strategy?
How to measure successes against your key results?
How to get to the root of the problem when things veer off course?
28. Clarity of Responsibility settles the who.
If Clarity of Purpose shows your team why…
And Clarity of Plan shows them how...
30. Clarity of Responsibility happens when
you make one person responsible for
each piece of your team’s plan.
31. When everyone knows their
areas of responsibility — the places
they have autonomy — it eliminates
ambiguity, reduces politics, and
empowers team members to bring
their full motivation to work.
32. While only one person should hold
responsibility for a project, others can hold
responsibility for a task within it.
Remember: chaos starts when you make
two people responsible for the same thing.
Project
Task Task
33. Great leaders give Clarity
of Responsibility and then
actually hand it off...
Micromanages, meddles, and holds
tightly onto the controls
rather than handing over responsibility
and empowering the team
34. Instead, it’s OK to ask them for an
outcome and give them the space
and freedom to deliver it.
Then advise, coach, support, and
help them grow — which they’ll
really appreciate.
Focused on developing his
team through responsibility and
accountability
36. Does your team know:
The one person responsible for each piece of your plan?
What their individual areas of responsibility are?
That they have autonomy to figure out how to deliver an outcome?
Are you providing Clarity of Responsibility?
37. While the path to achieving
great things will always
be a challenge…