The document discusses the rise of employee engagement and decline of traditional command-and-control leadership. It notes that engaged employees are more productive, innovative and take fewer sick days. The most engaged workers see themselves as part of a compelling mission. Effective engagement requires leaders to use inclusive decision-making patterns and be aware of how their personal presence and leadership style affects engagement. Leaders are encouraged to reflect on role models, cultural influences and their organization's culture to develop an engagement approach.
IABC World Conference, Toronto 2014 - Engaging the WorldEngage4Change
The Essential Ingredients of Engagement + Engaging the World - John Smythe, Engage for Change. Keynote speaker at the International Association of Business Communicators World Conference 2014.
Employee Engagement - Fad or Performance factor? Engage4Change
John Smythe's slides from a talk delivered to the Welsh Government, November 2013. For attached notes: http://www.engageforchange.com/fad-or-performance-factor/
John Smythe - A velvet revolution for employee communication?Marc Wright
When times are tough good organizations will be redoubling their efforts to both keep people in the picture and engage them in decisions that effect them and which they can contribute to.
The trouble is that the command and control leadership model of the last millennia resulted in top down employee communication being hard wired into the way corporate internal communication is used and experienced. Yes there are now all kinds of feedback processes – much accelerated by new technology - and very many examples of real inclusion of people in decisions and big ticket change.
But for many workers the last millennia communication model is still about the alignment of the many with the decisions of the few.
The rise of leader and employee engagement is resulting in a complete re-think of the DNA of corporate internal communication as leadership models become more inclusive.
John will expand on the idea of the velvet revolution in employee communication exploring the clash between last millennia top down communication and more inclusive ways of leadership set in the context of a coming global collision between democratic capitalism in the West and authoritarian capitalism rising in the East.
John Smythe, Engage for Success International - November 2013 Engage4Change
The document discusses employee engagement and provides 10 tips for improving engagement. It notes that shared purpose and values are key to engagement, not engagement plans. It also discusses why engagement is important now, including flattened hierarchies through technology. The tips include piloting engagement with risk-takers, assessing leadership's engagement capabilities, making progress visible, and challenging assumptions about culture barriers.
ICWES15 - Sustainability in the Built environment - Common Excuses and Soluti...Engineers Australia
This document discusses sustainability in the built environment and addresses common excuses for not implementing sustainable solutions. It begins with defining sustainability and examining the drivers for change. Then, it outlines excuses such as solutions being unaffordable or not aesthetically pleasing. For each excuse, it provides examples of low-cost and aesthetically pleasing sustainable solutions. It emphasizes that both passive and retrofit solutions can be sustainable. Finally, it suggests engaging occupants, designers, and industry to move forward with sustainability targets and practices embedded in building design.
How can the UK reach its net zero emissions target?Solverboard
We spoke to 22 sustainability and innovation leaders to get their thoughts on what can be done to make the UK’s net zero emissions target happen. If you’re looking to set sustainability goals, take a look through the results here.
After you complete this module, you should be able to manage change by doing these tasks :
- Identify changed artifacts
- Explore the history of an artifact
- Identify suspect traceability
IABC World Conference, Toronto 2014 - Engaging the WorldEngage4Change
The Essential Ingredients of Engagement + Engaging the World - John Smythe, Engage for Change. Keynote speaker at the International Association of Business Communicators World Conference 2014.
Employee Engagement - Fad or Performance factor? Engage4Change
John Smythe's slides from a talk delivered to the Welsh Government, November 2013. For attached notes: http://www.engageforchange.com/fad-or-performance-factor/
John Smythe - A velvet revolution for employee communication?Marc Wright
When times are tough good organizations will be redoubling their efforts to both keep people in the picture and engage them in decisions that effect them and which they can contribute to.
The trouble is that the command and control leadership model of the last millennia resulted in top down employee communication being hard wired into the way corporate internal communication is used and experienced. Yes there are now all kinds of feedback processes – much accelerated by new technology - and very many examples of real inclusion of people in decisions and big ticket change.
But for many workers the last millennia communication model is still about the alignment of the many with the decisions of the few.
The rise of leader and employee engagement is resulting in a complete re-think of the DNA of corporate internal communication as leadership models become more inclusive.
John will expand on the idea of the velvet revolution in employee communication exploring the clash between last millennia top down communication and more inclusive ways of leadership set in the context of a coming global collision between democratic capitalism in the West and authoritarian capitalism rising in the East.
John Smythe, Engage for Success International - November 2013 Engage4Change
The document discusses employee engagement and provides 10 tips for improving engagement. It notes that shared purpose and values are key to engagement, not engagement plans. It also discusses why engagement is important now, including flattened hierarchies through technology. The tips include piloting engagement with risk-takers, assessing leadership's engagement capabilities, making progress visible, and challenging assumptions about culture barriers.
ICWES15 - Sustainability in the Built environment - Common Excuses and Soluti...Engineers Australia
This document discusses sustainability in the built environment and addresses common excuses for not implementing sustainable solutions. It begins with defining sustainability and examining the drivers for change. Then, it outlines excuses such as solutions being unaffordable or not aesthetically pleasing. For each excuse, it provides examples of low-cost and aesthetically pleasing sustainable solutions. It emphasizes that both passive and retrofit solutions can be sustainable. Finally, it suggests engaging occupants, designers, and industry to move forward with sustainability targets and practices embedded in building design.
How can the UK reach its net zero emissions target?Solverboard
We spoke to 22 sustainability and innovation leaders to get their thoughts on what can be done to make the UK’s net zero emissions target happen. If you’re looking to set sustainability goals, take a look through the results here.
After you complete this module, you should be able to manage change by doing these tasks :
- Identify changed artifacts
- Explore the history of an artifact
- Identify suspect traceability
This document provides an overview and agenda for a training course on integrating Linux with Windows using Samba. The course covers Samba installation, network browsing, authentication, file and printer sharing, and Windows domain support. Key topics include configuring Samba via the smb.conf file, NetBIOS and domain browsing, username mapping and encrypted passwords, configuring shared folders and printers, and integrating Samba with an existing Windows domain. The goal is to teach students how to set up Samba servers to interoperate with Windows networks.
This document provides a summary of an IBM Rational DOORS Next Generation training course. It discusses key topics covered in the course including requirements management, traceability, collaboration, reuse of requirements, project templates, security roles, and integrated reporting. The course teaches participants how to effectively use DOORS Next Generation to manage requirements throughout the entire project lifecycle.
Model-Based Testing to Help You Enhance Your Agile Testing ProcessFrederic Oehl
This document discusses how model-based testing can help enhance an agile testing process. It provides an overview of agile principles and popular agile methods like Scrum and XP. It also discusses challenges in testing during each iteration and how model-based testing involves generating test cases from a behavioral model of the system. The document demonstrates modeling the behavior of a FOREX trading application and generating tests to cover new requirements introduced in an iteration. It argues that model-based testing fits well with agile values by facilitating collaboration, responding faster to changes, and increasing test coverage.
When you complete this module, you should be able to do these tasks :
• Explore the content of a module
• Analyze the information in a module
• Create, move, edit and delete artifacts in a module
• Identify and implement hierarchical data structures in a
module
This document provides an instructor's guide for preparing to teach the IBM Tivoli Storage Manager 5.4 Implementation and Administration Part Two course. It includes an overview of the course components, instructions for setting up classroom environments, and timing guidelines for pacing the three-day course. The guide advises instructors to familiarize themselves with the course materials, set up systems per the setup guides, and perform the exercises for each platform covered. It also provides target times for completing each unit to help keep the class on schedule.
David Hamer: The Bolton approach to improving efficiencyNuffield Trust
In this slideshow, David Hamer, Professional Lead for Laboratory Medicine, Bolton NHS Foundation Trust and National Clinical Lead for Service Improvement (Blood Sciences) at NHS Improvement (Diagnostics), outlines his approach to improving the efficiency and effectiveness of hospital services, with a focus on Lean methodology.
David Hamer presented at How can hospitals do more with less? in October 2012.
Moving from ESG Intention to
Environmental & Social Impact:
How Can Businesses
Successfully Navigate
This Journey?
A takeaway from Daggerwing Group’s panel discussion
at Anthropy 2022
Sightsavers provides a summary of their sustainability statement which outlines their vision, mission, values, and goals regarding sustainability. Some key points include:
- Their vision is a world where no one is blind from avoidable causes and visually impaired people participate equally.
- They aim to be a responsible global citizen, an organization people trust, and a great place to work.
- Their goals include demonstrating scalable and cost-effective eye health programs, education for visually impaired children, and advocating for disabled people's rights.
- They are committed to sustainability and accountability, and have joined the INGO Accountability Charter to report on their progress publicly.
The document discusses research into what makes brands great. It identifies five qualities - passionate vision, connected care, active social change, celebrating origins, and human inspiration - that transform good brands into great ones. Brands that embody these qualities, such as Amazon, Microsoft, BMW and Nike, are found to have greater loyalty, engagement, buzz and momentum. The document advocates adopting a mindset of constant pursuit of greatness to help brands transcend categories and create unity with customers.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
The document discusses managing organizational change. It covers topics such as the reasons why organizations change both externally from factors like globalization and workforce diversity, and internally from issues like declining effectiveness. It also discusses the different types and scopes of change, managing resistance to change, and models for guiding the change process, such as Lewin's three-stage model of change. Finally, it outlines various organization development interventions that can be used to facilitate planned change within an organization.
The document is Suncor's 2014 report on sustainability. It discusses Suncor's goals of pursuing economic prosperity, social well-being, and a healthy environment. It provides an overview of Suncor's environmental, social, and economic performance data as well as its collaboration with other companies and stakeholders to improve sustainability. Suncor's CEO calls for more constructive discussions on energy issues and emphasizes the importance of collaboration to develop practical solutions.
Mindtree Sustainability Report 2018-19 covers short term, midterm and long term sustainability risks and opportunities, with our present-forward and future-backward approach.
The document discusses employee engagement and calls on UK leaders to improve engagement. It provides the following key points:
- Only about 1/3 of UK employees feel actively engaged at work, and 20 million are not fulfilling their potential. UK productivity lags peers.
- Research shows organizations with high engagement have twice the profit, 2.5 times greater revenue growth, and lower turnover. Engaged employees boost customer satisfaction, productivity, innovation, efficiency and safety.
- Maintaining engagement during adversity requires open communication from leaders, support from managers, and giving employees voice. Treating people fairly and with integrity builds trust needed for successful change.
Young Lions Czechia
Creative Competitions & Unique Training Programme
MEDIA | DIGITAL | PR | PRINT | MARKETING
The young professionals go head-to-head and compete against the clock to be crowned the Young Lions champions.
It takes only 24 hours from a brief to the outcome. Each team has two members from agencies, client organisations or freelancers.
Young Lions develop ambition and the ability to create excellent communications solutions.
We can call them the national championship for brand communication professionals aged 31 or under*.
They provide a unique opportunity to develop creative and personal excellence.
COMPETITIONS
The only platform where young professionals can find out how good they are compared to their peers.
Coveted award closely watched by the whole industry.
Success accelerates career development.
Develop a healthy ambition.
TRAINING PROGRAMME
Powerful learning through experience by working under time pressure.
Provides invaluable group and individual feedback sessions.
Develops competencies in communication, cooperation, problem-solving, decision-making, getting things done, pitching, and presenting.
Enhances ability to create excellent solutions.
www.younglions.cz
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Strategically Defining YOUR Social Media Tactics: Randall Turner at State of ...Advice Interactive Group
In failed social media campaigns, it's often because of a failed strategy. In this presentation from State of Search 2013, Randall Turner explains the difference between strategy and tactics and outlines how you can make social media work for your business.
Strategically Defining Your Social Media Tactics - StateofSearch 2013Randall Turner
This presentation doesn't focus on tactical examples or a social media process you should follow. This is all about making brands and marketeers think strategically so they can define the real product, which is the process.
You should be able to put a stamp on a process and call it yours. That is how you profoundly differentiate one agency or strategy from the other.
This presentation is intended to make you start thinking critically, and I hope you can walk away from it with an enlightened thought process as it relates to the way you approach digital marketing.
Lastly, use this as a tool for buying and selling social media, SEO
More companies are expanding globally due to factors like economies of scale, technology changes, and competitive forces. There are various strategies for international expansion including alliances through licensing, joint ventures, or consortia. Organizations must design structures that fit their international strategies which could include international divisions, global product/geographic divisions, or matrix structures. Coordinating globally presents challenges due to cultural differences in areas like power distance and uncertainty avoidance that influence national approaches. The transnational model promotes an integrated network where subsidiaries help initiate strategies for the whole organization.
3M released its 2014 Sustainability Report, highlighting its new Sustainability Center of Excellence, results of a global stakeholder survey and case studies on its sustainability-focused products.
The report features a more user-friendly experience and interactive content, and includes an executive summary of the company’s strategy, a description of key global sustainability challenges, and an overview of progress toward the U.N. Global Compact’s 10 principles. 3M has published a sustainability report in alignment with the Global Reporting Initiative (GRI) framework since 2002.
This document provides an overview and agenda for a training course on integrating Linux with Windows using Samba. The course covers Samba installation, network browsing, authentication, file and printer sharing, and Windows domain support. Key topics include configuring Samba via the smb.conf file, NetBIOS and domain browsing, username mapping and encrypted passwords, configuring shared folders and printers, and integrating Samba with an existing Windows domain. The goal is to teach students how to set up Samba servers to interoperate with Windows networks.
This document provides a summary of an IBM Rational DOORS Next Generation training course. It discusses key topics covered in the course including requirements management, traceability, collaboration, reuse of requirements, project templates, security roles, and integrated reporting. The course teaches participants how to effectively use DOORS Next Generation to manage requirements throughout the entire project lifecycle.
Model-Based Testing to Help You Enhance Your Agile Testing ProcessFrederic Oehl
This document discusses how model-based testing can help enhance an agile testing process. It provides an overview of agile principles and popular agile methods like Scrum and XP. It also discusses challenges in testing during each iteration and how model-based testing involves generating test cases from a behavioral model of the system. The document demonstrates modeling the behavior of a FOREX trading application and generating tests to cover new requirements introduced in an iteration. It argues that model-based testing fits well with agile values by facilitating collaboration, responding faster to changes, and increasing test coverage.
When you complete this module, you should be able to do these tasks :
• Explore the content of a module
• Analyze the information in a module
• Create, move, edit and delete artifacts in a module
• Identify and implement hierarchical data structures in a
module
This document provides an instructor's guide for preparing to teach the IBM Tivoli Storage Manager 5.4 Implementation and Administration Part Two course. It includes an overview of the course components, instructions for setting up classroom environments, and timing guidelines for pacing the three-day course. The guide advises instructors to familiarize themselves with the course materials, set up systems per the setup guides, and perform the exercises for each platform covered. It also provides target times for completing each unit to help keep the class on schedule.
David Hamer: The Bolton approach to improving efficiencyNuffield Trust
In this slideshow, David Hamer, Professional Lead for Laboratory Medicine, Bolton NHS Foundation Trust and National Clinical Lead for Service Improvement (Blood Sciences) at NHS Improvement (Diagnostics), outlines his approach to improving the efficiency and effectiveness of hospital services, with a focus on Lean methodology.
David Hamer presented at How can hospitals do more with less? in October 2012.
Moving from ESG Intention to
Environmental & Social Impact:
How Can Businesses
Successfully Navigate
This Journey?
A takeaway from Daggerwing Group’s panel discussion
at Anthropy 2022
Sightsavers provides a summary of their sustainability statement which outlines their vision, mission, values, and goals regarding sustainability. Some key points include:
- Their vision is a world where no one is blind from avoidable causes and visually impaired people participate equally.
- They aim to be a responsible global citizen, an organization people trust, and a great place to work.
- Their goals include demonstrating scalable and cost-effective eye health programs, education for visually impaired children, and advocating for disabled people's rights.
- They are committed to sustainability and accountability, and have joined the INGO Accountability Charter to report on their progress publicly.
The document discusses research into what makes brands great. It identifies five qualities - passionate vision, connected care, active social change, celebrating origins, and human inspiration - that transform good brands into great ones. Brands that embody these qualities, such as Amazon, Microsoft, BMW and Nike, are found to have greater loyalty, engagement, buzz and momentum. The document advocates adopting a mindset of constant pursuit of greatness to help brands transcend categories and create unity with customers.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
The document discusses managing organizational change. It covers topics such as the reasons why organizations change both externally from factors like globalization and workforce diversity, and internally from issues like declining effectiveness. It also discusses the different types and scopes of change, managing resistance to change, and models for guiding the change process, such as Lewin's three-stage model of change. Finally, it outlines various organization development interventions that can be used to facilitate planned change within an organization.
The document is Suncor's 2014 report on sustainability. It discusses Suncor's goals of pursuing economic prosperity, social well-being, and a healthy environment. It provides an overview of Suncor's environmental, social, and economic performance data as well as its collaboration with other companies and stakeholders to improve sustainability. Suncor's CEO calls for more constructive discussions on energy issues and emphasizes the importance of collaboration to develop practical solutions.
Mindtree Sustainability Report 2018-19 covers short term, midterm and long term sustainability risks and opportunities, with our present-forward and future-backward approach.
The document discusses employee engagement and calls on UK leaders to improve engagement. It provides the following key points:
- Only about 1/3 of UK employees feel actively engaged at work, and 20 million are not fulfilling their potential. UK productivity lags peers.
- Research shows organizations with high engagement have twice the profit, 2.5 times greater revenue growth, and lower turnover. Engaged employees boost customer satisfaction, productivity, innovation, efficiency and safety.
- Maintaining engagement during adversity requires open communication from leaders, support from managers, and giving employees voice. Treating people fairly and with integrity builds trust needed for successful change.
Young Lions Czechia
Creative Competitions & Unique Training Programme
MEDIA | DIGITAL | PR | PRINT | MARKETING
The young professionals go head-to-head and compete against the clock to be crowned the Young Lions champions.
It takes only 24 hours from a brief to the outcome. Each team has two members from agencies, client organisations or freelancers.
Young Lions develop ambition and the ability to create excellent communications solutions.
We can call them the national championship for brand communication professionals aged 31 or under*.
They provide a unique opportunity to develop creative and personal excellence.
COMPETITIONS
The only platform where young professionals can find out how good they are compared to their peers.
Coveted award closely watched by the whole industry.
Success accelerates career development.
Develop a healthy ambition.
TRAINING PROGRAMME
Powerful learning through experience by working under time pressure.
Provides invaluable group and individual feedback sessions.
Develops competencies in communication, cooperation, problem-solving, decision-making, getting things done, pitching, and presenting.
Enhances ability to create excellent solutions.
www.younglions.cz
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Strategically Defining YOUR Social Media Tactics: Randall Turner at State of ...Advice Interactive Group
In failed social media campaigns, it's often because of a failed strategy. In this presentation from State of Search 2013, Randall Turner explains the difference between strategy and tactics and outlines how you can make social media work for your business.
Strategically Defining Your Social Media Tactics - StateofSearch 2013Randall Turner
This presentation doesn't focus on tactical examples or a social media process you should follow. This is all about making brands and marketeers think strategically so they can define the real product, which is the process.
You should be able to put a stamp on a process and call it yours. That is how you profoundly differentiate one agency or strategy from the other.
This presentation is intended to make you start thinking critically, and I hope you can walk away from it with an enlightened thought process as it relates to the way you approach digital marketing.
Lastly, use this as a tool for buying and selling social media, SEO
More companies are expanding globally due to factors like economies of scale, technology changes, and competitive forces. There are various strategies for international expansion including alliances through licensing, joint ventures, or consortia. Organizations must design structures that fit their international strategies which could include international divisions, global product/geographic divisions, or matrix structures. Coordinating globally presents challenges due to cultural differences in areas like power distance and uncertainty avoidance that influence national approaches. The transnational model promotes an integrated network where subsidiaries help initiate strategies for the whole organization.
3M released its 2014 Sustainability Report, highlighting its new Sustainability Center of Excellence, results of a global stakeholder survey and case studies on its sustainability-focused products.
The report features a more user-friendly experience and interactive content, and includes an executive summary of the company’s strategy, a description of key global sustainability challenges, and an overview of progress toward the U.N. Global Compact’s 10 principles. 3M has published a sustainability report in alignment with the Global Reporting Initiative (GRI) framework since 2002.
This document provides an overview of consumer behavior concepts from a chapter in a marketing textbook. It defines consumer behavior as the acquisition, consumption, and disposition of goods, services, time and ideas by human decision-making units. It notes that consumer behavior is influenced by psychological, social, cultural and situational factors and involves conscious and unconscious decisions. The document also discusses the importance of understanding consumer behavior for market segmentation, customer relationship management and positioning strategies.
Here are the key points about Iron Mountain's governance and oversight of corporate responsibility from the document:
- In 2013, Iron Mountain revised its reporting structures on corporate responsibility. A Senior Vice President of Corporate Responsibility now oversees programs and reports to the EVP of Strategy and Talent.
- The Board of Directors formed a new Risk and Safety Committee in 2014 to provide governance oversight of these issues.
- The Code of Ethics and Business Conduct, approved by the Board, establishes clear expectations for ethical business practices including data protection, customer service, fair marketing, workplace conduct, citizenship, and human/environmental rights.
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"The Rise of Employee Engagement, the Fall of Command and Control"- John Smythe, Connected Business Expo 2014
1. The rise of employee engagement,
the fall of command and control
John Smythe – Connected Business 2014
London Olympia convention centre
Read in NOTES pages format for script - note this material is the IP of
Engage for Change and can only be quoted from or used with clear visible note of the source
5. When were you last really
engaged, fired up, productive
and enjoying it
What brought
about your engagement?
t ngagesKyoK?
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5
IP Engage for Change 2013
I’m afraid to say that entrepreneurs and many a corporate leader are often monomaniacal, narcissistic, selfish, psychopathic, even. Well that’s me, how about you? Oh and they are often persuasive and charming – so that must be you lot.These are the questions (next slide) that we need to ask ourselves if we want to attract and retain good people – if we want to borrow them for a time
Those with a compelling mission or purpose like Greenpeace and MSF. All they need is shared PURPOSE AND values. Another group that is the most engaged is …
Kids. They self organise, set their own social rules. Yet when they get to the workplace they often find themselves cast backwards to a hierarchical system of command and control that emasculates their creativity. My own 21 year old daughter recently finished an intern ship in the comms industry and was shocked to find that a climate of deference persisted in what was supposed to be a creative industry.We have to recall that people like the trappings of power, deference and power itself. Especially otherwise weaker people or those that have become addicted to power. Happily smart managers have the insight that they will shine twice as bright if they share power with the up and coming generation.So let’s imagine that you are one of those smart leaders – what would yoube looking for in your people?....What do engaged people do?.....
A jury solves complex problems providing value to the community.Similarly engaging people at work in the complex problems of the real work of strategy, change and operational improvement etc brings benefits such as better solutions and faster and more sustainable delivery.In UK wide polls of people at work conducted for Engage for Change by pollster YouGov it was concluded that only 33% of people at work were operating as ‘Apostles’, being fully engaged. A further 20% were disconnected and 28% were hostages ….
The ingredients of effective engagement are:‘My decision making preferences and patternThe minutiae of my presence when I interact with others’Before we explore these two ingredients of effective engagement let’s take a look at the elephant in the room…
Creating the conditions in which people choose to engage themselves requires leaders, managers and supervisors to consciously consider who else will add value and speed if involved in day to day decision making and big ticket changeBut our decision making patterns are often unconscious , instinctive and subject to irrationality; learnt tacitly under command and control and or thru living in authoritarian social country culturesThe elephant in the room is the Power Paradox. Let me explain – leaders, managers and supervisors who intellectually may (or may not) know that engaging others will add value but cannot break their pattern of making all or most decisions themselves. And they lack the hard facilitation skills & confidence to govern more inclusively… this a key idea at the core of effective engagement…
1 Role models I have learnt from and which I may tacitly or consciously mimic.Across our childhoods and careers we are influenced by heroes and rogues that we come to mimic. Some of these are noble role models. Others may result in you adopting role models that might have been effective at another time at work but which are now outdated. And the trouble is that we are mostly unaware of the role models that we have learnt from. Human yes, but not nearly self aware enough.The Heroes and Rogues exercise that follows enables you to remind yourself which role models may have shaped your current preferences and patterns as a leader.The next plate is a version of the author’s Gallery..
2. Cultural influences on my decision making patternReflect on the country/regional social/cultural influences that have influenced your style of leadership/engagement. There are clearly strong regional influences on leadership and approaches to engagement. Being aware of these will help you make considered judgements about how you engage colleagues and employees and others in decision making. This is of particular relevance to those that work in global corporations where staying ahead of competitors will in part depend on encouraging innovation through effective engagement. You may also be interested in academic studies from the likes of Hofstede, Trompenaars and more recently Erin Meyer, amongst many others. Plus you might want to conduct an Engage for Success Discovery Workshop(s) to enable you to identify what engages people in different cultures – contact John Smythe. The third influence on decision making patterns is organisational culture………………………………..
3 Organisational culture influences on my decision making patternReflect on the corporate influences on your leadership style and approach to engaging people.In the left columnis a list of characteristics of the hierarchic, top down organizational culture. In the righ column are corollary descriptions of the more mutual organization. Place an X along the line of each description (eg hierarchical ….flatter) which best represents the culture you currently work in or which characterised a previous work place that had a big influence on your style of leadership and approach to engaging people. Reflect on whether these corporate influences have enabled those you work with to engage themselves to safely challenge and contribute. Let’s now leave your decision making pattern behind and move on to the second ingredient of effective engagement for leaders, managers and supervisors.
The second ingredient of effective engagement that managers, leaders & supervisors is personal ‘presence’ by which we mean the way youhabitually come across in face to face and virtual interactions with colleagues. Few of us have much insight about our personal presence and performance styles when we interact with others. Why is insight about our presence key to engaging people effectively?Because our presence will either be a barrier or an enabler of engaging others in the tasks to hand. A great manager, leader, supervisor will have insight about ‘how their decision making pattern is made visible’ and be able to flex their performance styles such that others feel safe and encouraged to contribute or challenge to build collaborative solutions. How is your personal presence experienced?...
Let’s conclude. People cannot superficially adopt the appearance of effective engagement. They must delve into their patterns of decision making and work out where these patterns originated. Was it past role models or country cultures. Effective engagement requires a fundamental shift in personal attitudes to Power and Deference – those that learn to govern their decision making in much more mutual ways will create a team ethos that everyone to be part of. This is not to say that you end up with a commune. Effective engagement requires strong leadership, but about far fewer things. Effective engagement requires leaders, managers and supervisors to be clear about what is NOT negotiable and why it is not. With this clear leaders can make a clear invitation to others to challenge and contribute in safety.Finally reflect on the data that shows clearly that organizations that engage people effectively perform much better. The end note comes from the Chair of Britain’s Lloyd’s bank….
Our offer at Engage for Change:1 Top level facilitation with the C suite and functional headsWhat kind of company/function do we want to be/need to be?How close to this aspiration today?What do we need to change to be the company/function we want to be?What invitation do we want to give other levels to challenge & contributeto the aspiration?What role model we need to adopt to ignite the energy of our people?2 Designing and running engagement interventions to engage other levels of leadership and employees in challenging and contributing to the aspiration3 Change management to bridge the gap between the organisation and the individual leader, manager & supervisor4 Communication around the strategy/change journey5 Grafting the capabilities of leaders, managers and supervisors that engage effectively into learning and development processes 6 In house presentations/workshops/leadership meetings like this one We have worked in many parts of the globe and enjoy doing so – the Pacific rim, Africa, North and South America, right across the European continent including Scandinavia, the Middle and far East.