This document discusses personality types and brain dominance. It provides a 21 question test to determine if someone is left brain, middle brain, or right brain dominant. The document then discusses how to utilize staff of different types in various camp roles, recognizing mistakes made by not considering personality types, and techniques for training staff such as flexibility exercises, problem solving webs, meditation, and understanding differences. The overall message is that considering personality types can help create a balanced staff and training approaches.
This document discusses mentoring Millennials in the workplace. It provides background on generational cohorts including Millennials. When mentoring Millennials, it is important to explain rather than assign tasks, solicit input rather than dictate, emphasize communication, and empower them while also saying no when needed. Mentoring can take place both formally and informally. It benefits both mentors and mentees by expanding knowledge and experience and creating stronger professional relationships. Challenges may include addressing perceived favoritism, loss of trust, changing dynamics, and unmet expectations.
The document discusses how children start off as selfish but develop empathy around age 2. It notes that creativity disappears as children are taught how to do things "properly." It argues that sharing creative works helps ensure those works exist. It encourages exercising creativity through personal projects, hack days, and collaboration, even if just for fun like when one was a child. Creativity helps with both non-creative and creative client work and is important for everyone, not just designers.
Early Childhood Technology - What We Currently KnowDrew Gerdes
This document summarizes a presentation about using technology effectively in early childhood education. It discusses how technology is already being used by young children and in classrooms. While research is still being done on the impacts of technology, tools like computers, websites, interactive whiteboards, tablets and iPads can be used to support learning if implemented intentionally and in moderation. The presentation provides examples of developmentally appropriate uses of technology and encourages educators to continue learning about integrating technology.
This document discusses personality types and brain dominance. It provides a 21 question test to determine if someone is left brain, middle brain, or right brain dominant. The document then discusses how to utilize staff of different types in various camp roles, recognizing mistakes made by not considering personality types, and techniques for training staff such as flexibility exercises, problem solving webs, meditation, and understanding differences. The overall message is that considering personality types can help create a balanced staff and training approaches.
This document discusses mentoring Millennials in the workplace. It provides background on generational cohorts including Millennials. When mentoring Millennials, it is important to explain rather than assign tasks, solicit input rather than dictate, emphasize communication, and empower them while also saying no when needed. Mentoring can take place both formally and informally. It benefits both mentors and mentees by expanding knowledge and experience and creating stronger professional relationships. Challenges may include addressing perceived favoritism, loss of trust, changing dynamics, and unmet expectations.
The document discusses how children start off as selfish but develop empathy around age 2. It notes that creativity disappears as children are taught how to do things "properly." It argues that sharing creative works helps ensure those works exist. It encourages exercising creativity through personal projects, hack days, and collaboration, even if just for fun like when one was a child. Creativity helps with both non-creative and creative client work and is important for everyone, not just designers.
Early Childhood Technology - What We Currently KnowDrew Gerdes
This document summarizes a presentation about using technology effectively in early childhood education. It discusses how technology is already being used by young children and in classrooms. While research is still being done on the impacts of technology, tools like computers, websites, interactive whiteboards, tablets and iPads can be used to support learning if implemented intentionally and in moderation. The presentation provides examples of developmentally appropriate uses of technology and encourages educators to continue learning about integrating technology.
This document discusses coaching approaches for different generations, with a focus on coaching Millennials. It notes that by 2020, half the workforce will be Millennials. Millennials were often raised with constant parental support and praise for efforts rather than results. As coaches, focusing on both strengths and weaknesses can help Millennials develop self-awareness and self-management skills. Coaches should provide harsh but constructive feedback to Millennials and encourage risk-taking and learning from failures. Relationship-building and collaborative approaches work well in coaching Millennials.
The document discusses strategies for managing a multigenerational workforce by gaining an understanding of different generations, identifying effective strategies for multigenerational teams, and learning how to mentor Millennials appropriately. Key differences between generations are outlined related to their approach to career goals, work-life balance, job changing, and training. Effective communication methods and motivators are provided for each generation.
Surviving and thriving in a multi generational workforce - june 8 2012Jennifer Atienzo-Fisher
The document discusses different generations currently in the workforce including Veterans, Baby Boomers, Generation X, and Millennials. It provides key events and characteristics of each generation as well as tips for effectively managing a multigenerational workforce such as understanding generational differences, identifying strategies for multigenerational teams, and learning how to mentor Millennials. The document aims to help professionals gain insight into working with different generations.
The document discusses building buy-in for change initiatives within an organization. It emphasizes getting commitment from leadership and others by focusing on what is best for the organization and its goals. It recommends clearly communicating the reasons for change and addressing people's concerns directly. The document also stresses practicing transparency, welcoming input from all levels, and knowing when some ideas may not be sellable to leadership.
1. The document discusses strategies for managing a multigenerational workforce, including gaining understanding of different generations, effective strategies for multigenerational teams, and how to mentor Millennials.
2. It profiles the key events and experiences that shaped Veterans, Baby Boomers, Generation X, and Millennials at work.
3. The document provides tips on motivating, rewarding, and communicating effectively with each generation to optimize their strengths and address possible weaknesses.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
The document provides advice and encouragement for school principals on building relationships, communicating effectively, embracing change, and focusing on service to students, staff, and the community. It emphasizes the importance of listening to others' perspectives, addressing concerns promptly and directly, and leading through challenging times with optimism, empathy, and care for all stakeholders. Leading through relationships, clear vision and goals, responsiveness, and quality programs builds trust and confidence in the school.
Strategies for Managing and Motivating the Gen ‘Why’ WorkforcePeter Stinson
The document discusses strategies for managing and motivating Generation Y, or "Gen Why" employees. It notes that Gen Y workers have different attitudes and expectations than previous generations. Some key traits of Gen Y include being impatient, adaptive, innovative, and skeptical. The document provides recommendations for employers, including engaging Gen Y employees during recruitment and training, providing positive reinforcement, communicating frequently through their preferred methods, and linking their work to a clear sense of purpose. Trust and respect between leaders and Gen Y workers is emphasized.
Why Gen Y: Millennials outside the walls of NationwideLessing-Flynn
Gen Y and Millennials in 2014 have new challenges as they advance in the workforce along aging Baby Boomers and Gen Xers. As they move into management ranks, beating the entitlement label and growing as leaders will be crucial. Tips for managers of Gen Y included in this presentation given at the Nationwide Gen Y Associate Resource Group in November 2014.
This document discusses the essential qualities of an effective leader. It outlines several important leadership traits such as being a good socializer, listener, empathetic, empowering, persuasive, assertive, evaluative, proactive, resourceful, responsible, committed, trustworthy, humble, caring, visionary, competent, and having initiative. The document emphasizes that great leaders value diverse opinions, cultivate trust, develop other leaders, help people with life issues, encourage others, think long-term, and act with humility. An effective leader is also someone who can replicate themselves by developing their people.
This document discusses the concept of professional learning communities and collaboration in education. It touches on several topics related to PLCs including different levels of understanding, the importance of teacher attitudes for innovation, and questions around whether and how teachers currently collaborate. There are also quotes and thoughts provided on collaboration, change, listening skills, and creating effective PLCs through establishing norms, team composition, and focusing on both process and outcomes. The document aims to spark reflection and discussion around developing collaborative cultures and structures in schools.
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.
This document discusses managing different generations in the workplace. It outlines the key characteristics of the Lost Generation, Baby Boomers, Generation X, and Generation Y. Some of the challenges of a multigenerational workforce include differing work ethics, views of authority, and technological skills. To promote safety and productivity, managers must understand what motivates each generation and provide customized feedback, training, and rewards. Fostering respect among generations and allowing each to contribute their strengths can help create a cooperative team environment.
Social emotional intelligence the only competative advantagejdjarrell
This document discusses social and emotional intelligence (S+EI). It defines S+EI as the ability to be aware of one's own emotions and those of others to manage relationships and oneself. The document claims S+EI is more important than IQ for leadership. Leaders with high S+EI produce better business results through greater employee engagement, customer satisfaction, and profitability. Several studies and experts are cited showing S+EI is twice as predictive of business performance as cognitive intelligence and accounts for 80-90% of what differentiates top performance.
Mindset presentation currie cluster jan 2015curriechs
This document summarizes a teacher in-service on fostering a growth mindset in students. It discusses how a growth mindset believes intelligence can be developed through effort and learning from mistakes or setbacks. A fixed mindset believes intelligence is innate and cannot change. The in-service provides examples of how praise, strategies for success, dealing with failure, and role models can influence a growth versus fixed mindset. The goal for schools is to promote a growth mindset in students to increase motivation, resilience, and achievement.
This document discusses various life skills and strategies for living a fulfilling life. It provides advice on topics such as playing the cards you're dealt well, focusing on living rather than just existing, planning ahead to avoid failure, maintaining a work-life balance, developing communication and networking skills, handling conflict constructively, managing office politics, crafting a personal brand, prioritizing what's important, and accepting responsibility for one's actions. The overall message is that life skills can help one deal effectively with daily challenges and find purpose and meaning.
The competition for bright young agency talent is fierce. Yet many of the mentors that historically helped young talent are now gone. And if talent development is diminished, the future looks bleak.
Here are some thoughts on mentoring that may help your agency.
This document discusses weather threats and safety plans at a camp. It provides questions about the most concerning weather threats and extreme weather events at the camp. The document outlines the camp's severe weather plan, which includes having kids and staff go to safe locations when alerted and accounting for everyone. It also discusses the differences between weather statements, advisories, watches and warnings. Safety tips are provided for lightning, wind damage, dehydration and more.
This document discusses coaching approaches for different generations, with a focus on coaching Millennials. It notes that by 2020, half the workforce will be Millennials. Millennials were often raised with constant parental support and praise for efforts rather than results. As coaches, focusing on both strengths and weaknesses can help Millennials develop self-awareness and self-management skills. Coaches should provide harsh but constructive feedback to Millennials and encourage risk-taking and learning from failures. Relationship-building and collaborative approaches work well in coaching Millennials.
The document discusses strategies for managing a multigenerational workforce by gaining an understanding of different generations, identifying effective strategies for multigenerational teams, and learning how to mentor Millennials appropriately. Key differences between generations are outlined related to their approach to career goals, work-life balance, job changing, and training. Effective communication methods and motivators are provided for each generation.
Surviving and thriving in a multi generational workforce - june 8 2012Jennifer Atienzo-Fisher
The document discusses different generations currently in the workforce including Veterans, Baby Boomers, Generation X, and Millennials. It provides key events and characteristics of each generation as well as tips for effectively managing a multigenerational workforce such as understanding generational differences, identifying strategies for multigenerational teams, and learning how to mentor Millennials. The document aims to help professionals gain insight into working with different generations.
The document discusses building buy-in for change initiatives within an organization. It emphasizes getting commitment from leadership and others by focusing on what is best for the organization and its goals. It recommends clearly communicating the reasons for change and addressing people's concerns directly. The document also stresses practicing transparency, welcoming input from all levels, and knowing when some ideas may not be sellable to leadership.
1. The document discusses strategies for managing a multigenerational workforce, including gaining understanding of different generations, effective strategies for multigenerational teams, and how to mentor Millennials.
2. It profiles the key events and experiences that shaped Veterans, Baby Boomers, Generation X, and Millennials at work.
3. The document provides tips on motivating, rewarding, and communicating effectively with each generation to optimize their strengths and address possible weaknesses.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
The document provides advice and encouragement for school principals on building relationships, communicating effectively, embracing change, and focusing on service to students, staff, and the community. It emphasizes the importance of listening to others' perspectives, addressing concerns promptly and directly, and leading through challenging times with optimism, empathy, and care for all stakeholders. Leading through relationships, clear vision and goals, responsiveness, and quality programs builds trust and confidence in the school.
Strategies for Managing and Motivating the Gen ‘Why’ WorkforcePeter Stinson
The document discusses strategies for managing and motivating Generation Y, or "Gen Why" employees. It notes that Gen Y workers have different attitudes and expectations than previous generations. Some key traits of Gen Y include being impatient, adaptive, innovative, and skeptical. The document provides recommendations for employers, including engaging Gen Y employees during recruitment and training, providing positive reinforcement, communicating frequently through their preferred methods, and linking their work to a clear sense of purpose. Trust and respect between leaders and Gen Y workers is emphasized.
Why Gen Y: Millennials outside the walls of NationwideLessing-Flynn
Gen Y and Millennials in 2014 have new challenges as they advance in the workforce along aging Baby Boomers and Gen Xers. As they move into management ranks, beating the entitlement label and growing as leaders will be crucial. Tips for managers of Gen Y included in this presentation given at the Nationwide Gen Y Associate Resource Group in November 2014.
This document discusses the essential qualities of an effective leader. It outlines several important leadership traits such as being a good socializer, listener, empathetic, empowering, persuasive, assertive, evaluative, proactive, resourceful, responsible, committed, trustworthy, humble, caring, visionary, competent, and having initiative. The document emphasizes that great leaders value diverse opinions, cultivate trust, develop other leaders, help people with life issues, encourage others, think long-term, and act with humility. An effective leader is also someone who can replicate themselves by developing their people.
This document discusses the concept of professional learning communities and collaboration in education. It touches on several topics related to PLCs including different levels of understanding, the importance of teacher attitudes for innovation, and questions around whether and how teachers currently collaborate. There are also quotes and thoughts provided on collaboration, change, listening skills, and creating effective PLCs through establishing norms, team composition, and focusing on both process and outcomes. The document aims to spark reflection and discussion around developing collaborative cultures and structures in schools.
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.
This document discusses managing different generations in the workplace. It outlines the key characteristics of the Lost Generation, Baby Boomers, Generation X, and Generation Y. Some of the challenges of a multigenerational workforce include differing work ethics, views of authority, and technological skills. To promote safety and productivity, managers must understand what motivates each generation and provide customized feedback, training, and rewards. Fostering respect among generations and allowing each to contribute their strengths can help create a cooperative team environment.
Social emotional intelligence the only competative advantagejdjarrell
This document discusses social and emotional intelligence (S+EI). It defines S+EI as the ability to be aware of one's own emotions and those of others to manage relationships and oneself. The document claims S+EI is more important than IQ for leadership. Leaders with high S+EI produce better business results through greater employee engagement, customer satisfaction, and profitability. Several studies and experts are cited showing S+EI is twice as predictive of business performance as cognitive intelligence and accounts for 80-90% of what differentiates top performance.
Mindset presentation currie cluster jan 2015curriechs
This document summarizes a teacher in-service on fostering a growth mindset in students. It discusses how a growth mindset believes intelligence can be developed through effort and learning from mistakes or setbacks. A fixed mindset believes intelligence is innate and cannot change. The in-service provides examples of how praise, strategies for success, dealing with failure, and role models can influence a growth versus fixed mindset. The goal for schools is to promote a growth mindset in students to increase motivation, resilience, and achievement.
This document discusses various life skills and strategies for living a fulfilling life. It provides advice on topics such as playing the cards you're dealt well, focusing on living rather than just existing, planning ahead to avoid failure, maintaining a work-life balance, developing communication and networking skills, handling conflict constructively, managing office politics, crafting a personal brand, prioritizing what's important, and accepting responsibility for one's actions. The overall message is that life skills can help one deal effectively with daily challenges and find purpose and meaning.
The competition for bright young agency talent is fierce. Yet many of the mentors that historically helped young talent are now gone. And if talent development is diminished, the future looks bleak.
Here are some thoughts on mentoring that may help your agency.
This document discusses weather threats and safety plans at a camp. It provides questions about the most concerning weather threats and extreme weather events at the camp. The document outlines the camp's severe weather plan, which includes having kids and staff go to safe locations when alerted and accounting for everyone. It also discusses the differences between weather statements, advisories, watches and warnings. Safety tips are provided for lightning, wind damage, dehydration and more.
This document discusses staff training at camps and residential programs. It begins by asking questions about defining staff training, who needs to be trained, and leadership styles. It then discusses goals and objectives related to knowledge, attitudes, and behaviors. The document includes an assessment of cognitive styles and ways to facilitate workshops using different teaching methods. It emphasizes the importance of time management, scheduling, and incorporating different learning styles and voices into training. Finally, it discusses the types of content that should be covered in staff training, including programming skills, creating connections with campers, logistics, and continuing development during the summer season.
This document provides strategies for improving school morale among faculty and staff. It emphasizes focusing on positivity, what can be controlled like attitude and effort, and keeping students as the top priority. Communication is important, including choosing words carefully and listening to understand different perspectives. Self-care, finding joy at work through celebrations and humor, and being patient all contribute to well-being. Remembering fun memories from the past can also boost morale in the present.
This document appears to be notes from a staff training or meeting. It includes topics like communicating positively with young staff, evaluating staff performance, and setting goals for the upcoming summer. Specific discussion points include delivering good customer service, creating fun experiences for campers, building a positive team spirit, and the importance of staff engagement in all activities. The document provides guidance and prompts for staff on effectively implementing these objectives during the summer season.
The document discusses improving classroom management and relationships in the second half of the school year. It provides tips and strategies for building positive relationships with students through movement, games, varied music, intentional mistakes, social media, one-on-one time, clear expectations, and positive greetings at dismissal. The document also includes a self-assessment to determine a teacher's cognitive style as either organizational or creative thinking.
This document provides an agenda and materials for a faculty-led meeting focused on improving meeting structures and professional development. The agenda includes discussing current meeting structures and challenges, sharing meeting "war stories", breaking into small groups, and ending with professional development topics and recognition. The document also includes a creativity assessment for participants to determine if they are more organizational or creative thinkers.
The document provides an overview of 20 movement activities that can be used in classrooms, along with instructions and discussion prompts for each activity. It also includes a self-assessment quiz to determine whether a person is more of an organizational or creative thinker based on their preferences across 21 paired statements.
This document discusses ways for summer camps to reflect on and improve their operations. It suggests that camps look at 5 key areas: infrastructure, staffing, physical plant, customer service, and campers. For each area, the document prompts camps to consider questions about how things are working and how they can be improved. The overall message is that regular reflective practice involving all staff can help camps enhance the camper experience and continue to grow and develop their programs.
This document discusses JetBlue airline's emphasis on excellent customer service. It contains quotes praising JetBlue for prioritizing customers and making them feel welcomed. The document encourages building trust with customers by managing expectations, communicating respectfully, and focusing on customers' needs rather than negativity or limited budgets. Staff are told to be visibly engaged with customers rather than phones. The goal is to make customers happy through amazing service.
This document discusses JetBlue airline's emphasis on excellent customer service. It contains quotes praising JetBlue for prioritizing customers and making them feel welcomed. The document encourages building trust with customers by managing expectations, communicating respectfully, and focusing on customers' needs rather than negativity or limited budgets. Staff are told to be visibly engaged with customers rather than phones. The goal is to make customers happy through amazing service.
This document appears to be notes from a presentation or training for educators. Some of the main points discussed include:
- The importance of matching presenters' energy levels to participants and keeping students as the ultimate goal
- Emphasizing that students should be the top priority at all times
- Promoting communicating effectively, balancing work and life, continuing learning, and adding joy to the day
- Encouraging understanding different perspectives and not judging others without knowing their full story
The document provides tips for responding to crisis situations:
1) Designate one person to be in charge and communicate that clearly.
2) Establish a consistent tone when responding - say what you mean in a calm, reassuring manner.
3) Use non-verbal cues and face-to-face communication to impact others positively during a crisis.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
10. Thoughts on why work ethic
appears to have changed?
✦ Group responses please
11. What are the key traits we want staff
to have when they work for us and
WHY?
✦ Group responses please!
12. Kid’s work ethic has progressively gotten
worse...
However, we are all ultimately
looking for the some basic
characteristics that we must
teach our kids!
13. Reliability
Demonstrated as...
hown in the form of...
Staff shows up on
Attendance
time
Results...
Decreased lateness, higher staff morale, curb on “in
fighting”, less resentment from the 100%ers, people are
14.
15. Professionalis
m Demonstrated as...
hown in the form of... Staff presents
Appearance consistent brand
image. (Staff shirts)
Results...
Increased appearance of team work, Easy identification of
camp leaders, feeling of safety to all on the property,
16. Professionalism?
•Line of cars around the corner
waiting to get to the drive
through
•As the line increases, two
employees (upper teens, low
twenties) come outside for a
smoke break
17. “I’m sposed to be on
like mega-psych meds,
but they make me feel
wicked retarded, so I
don’t take them.
F&@k that”
18. Positivity
Demonstrated as...
hown in the form of...
Enthusiasm and
Attitude
passion
Results...
Increased morale, sense of fun, contagious enthusiasm
21. Initiative
Demonstrated as...
hown in the form of... Going beyond basic
Ambition expectations with
no prompt
Results...
More gets done, kids feel cared for and safe, less stressful
on leadership team
22. How do we see or want to see
initiative at camp?
23. Respect
Shown in the form
of... Demonstrated as...
Acceptance of the Staff following the
role of their job rules and
regulations
Results...
Decreased “involuntary” turnover (less people get fired!),
Trust is built to admin team, parents, communities
25. Integrity
Demonstrated as...
hown in the form of... Staff are
Accountability trustworthy
Results...
More gets done, kids feel cared for and safe, less stressful
on leadership team
26. Integrity
✦ It’s what
happens
when others
are not
looking that
counts
✦ Red light!
27. Gratitude
Demonstrated as...
Staff feel
Shown in the form of... appreciated and
Appreciation appreciate others.
Staff give authentic
service (care)
Results...
Happier kids, families, communities, teams and
administrators
29. Some basics...
✦ Age
*This Generation includes people
born between 1977 and 1994
*There are over 70 million people
belonging to Generation Y
*Generation Y is more than three
times the size of Generation X
30. Some basics...
Ethnicity
*Generation Y is the most ethnically diverse
generation to date
*One out of every three Generation Y members
is not Caucasian
*Nine out of ten children under 12 have friends
outside their own ethnicity
31. Some basics...
✦ Home
*One out of four lives in a
single parent household
* Three out of four have
working mothers
*The child is the center of
the household
32. Some basics...
✦ Money
*One out of nine high schoolers
have a credit card co-signed by a
parent
* Teens have an average of
$100/week disposable income
*40% of teens have a part-time
job
33. Some basics...
✦ Interaction
*They prefer directness over subtlety, action over
observation and coolness over all else
“No One Likes You!”
*They are heavily influenced by their peers and the
media
Although technically advanced and saturated, they
would prefer personal contact
34. ✦ Connectivity
Some basics...
*Generation Y seems to be less
cynical and more concerned with
social issues than
Generation X, although whether to
act on those feelings is always a
question
*75%-90% have a computer at
home
36. What are their strengths?
What we like...
Adaptability: Generation Y is used to adapting and being comfortable in
various situations.
Technologically savvy: Growing up in the age of technology and taking
advantage of it.
Ability to grasp new concepts: This is a learning-oriented generation.
37. How arebythey and instant gratification.
difficult?
* “Activity rich and relationship bankrupt.”
*Impatient: Raised in world dominated technology
*Skeptical: In recent years there has been more scamming, cheating, lying and exploiting than
ever from the major figures in the media. This includes everyone from rock stars to the president.
*Blunt and expressive: Self expression is favored over self control. Making their point is most
important.
*They are image-driven: Making personal statements with their image is very important.
*They are still young: Although they have a “seen it all, done it all” air about them, lack of life
experience means that they don’t know everything yet. They are aware of this and are not afraid
to ask questions. For this generation, it is better and more time-saving to ask questions, than to
waste time trying to figure it out.
38. “Bring the door to them.”
✦ “I have an open door policy.” “My door’s
always open.” “Let’s talk later.” Good
for you, they don’t care.
✦ A consistent check in by someone is
very important to these kids.
✦ Build a bridge, cross the bridge, and go
out and talk with them.
✦ These kids recognize your effort and
understand you are going out of your
way. It’s a great way to help win them
over.
39. Put them in charge and bring
them into the fold...
✦ These kids want
leadership/responsibility and they are
more capable than ever to have it. This
buy in will be a huge investment down
the road.
✦ To them “If there is no interest, their will
be no investment.”
✦ My classroom run’s itself... weather
report, class information, gather and
comeback and share. Gone are the
days of “teach at” a group of kids. They
don’t learn well that way.
40. Talk with them, not at them
✦ Common sense, but more so than ever with these kids.
✦ What asked what adults they respect the most, my kids
overwhelming response... “one’s that talk with us and
not at us.” “Give me respect, I’ll give you respect”
✦ “I’m the director/owner”... most don’t care!
✦ DNM - Standing on the chair, TONE!
41. Embrace their technology and
their day to day...
✦ 10,146 - facebook, myspace, linkedin, twitter, digg
✦ The cell phone phenomena. “Asking kids if they
have a facebook page or a cell phone is like asking
them if they are breathing.”
✦ What are you doing to embrace their technology?
Are you still trying to stomp it out?
✦ Internet time, Chris Thurber’s E-ssentials, cell
phone use space
42. Multitaskers and multicultural
✦ Can do many tasks and can do them
well...
✦ How does this show itself at camp?
Campfire director, head counselor, chapel
director, hours in the camp store...
✦ Can be observing many kids at once
while teaching a group of kids and keep
track of everyone...more so than ever
✦ Take advantage of this... they can/want to
do more and do it well!
43. Globalism...
✦ They have been connected to rest of the world
via the internet.
✦ Many have travelled as a result of school trips,
community opportunities, etc.
✦ The world has been brought to them and they
see where they fit into it
✦ This is an incredible asset as a staff member at
your camp. Global diversity and the ability to
show campers the rest of the world
44. Individualsitic
They will do their own thing and they are
“OK” with it... There are plenty of kids who
don’t mind being different. This can be
used as a huge advantage for you! The
kids LOVE this individualistic mentality.
45. Embrace and explain
their parents to them
✦ Parents and teachers micromanaged to them
their parents
their schedules, planning things out
for them, leaving very little
unstructured free time. They were
signed up for soccer camp, karate
club, and ballet lessons—and their
parents were called into service,
shuttling them from one activity to
the next. Some started carrying
Daytimers when they were in
elementary school.
46. More on parents...
✦ • Be smart—you are special. They’ve been catered to since they
were tiny. Think Nickolodeon, Baby Gap, and Sports Illustrated for
Kids.
• Leave no one behind. They were taught to be inclusive and
tolerant of other races, religions, and sexual orientations.
• Connect 24/7. They learned to be interdependent—on family,
friends, and teachers. More Millennials say they can live without the
television than the computer. Many prefer chatting on line to talking
on the phone.
• Achieve now! Some parents hired private agents to line up the
right college; others got started choosing the right pre-school while
the child was still in the womb.
• Serve your community. Fifty percent of high school students
reported volunteering in their communities, many of their high
schools requiring community service hours for graduation. On one
Roper Survey, when Millennials were asked for the major cause of
problems in the U.S., they answered selfishness.
47. “We need to teach our staff the
obvious!”
“We need to teach our staff the
✦ obvious!”
“They don’t get it!” Don’t expect them
to. Be clear with all expectations, lay
things out, let there be no gray area.
✦ “If campers are confused, it is the
counselor’s issue to fix. If staff are
confused it is the leadership team to fix.”
48. Aspire with their amazing
“lifestyles”
✦ They want to have an amazing “lifestyle”... an
amazing “life” is secondary
✦ How do we make their lifestyle amazing at
camp?What do they enjoy that you can
continue? Do you pull the plug on their life
style?
49. Meet them halfway...
✦ The “Negotiation Generation”
✦ Everyone gets a trophy... whether you
agree with this or not, it is what it is...
✦ Reward positive staff behavior and work
with the work ethic they have. They will buy
in if they feel like they are being met
halfway and that you are carrying some of
the load as well.
50. This is what’s important to them
in the workplace/camp
(retention)...
✦ 1. Good relationships with boss’s and co-
workers - Friendship - (Camp)
✦ 2. Income - “You’re going to make a lot of
money working at summer camp”
✦ 3. Opportunity for growth - prep the best!
51. This is what’s important to them
in the workplace/camp...
✦ 4. Opportunity to show off skills and receiving recognition
of a job well done (Camp)
✦ 5. Challenging daily work (Camp)
✦ 6. Flexible schedules for social and personal time (We need
to get better at this)
✦ 7. A casual dress environment (Camp)