With five different generations in the workplace, you may experience conflicting work styles, preferred methods of communication and uses of technology. Learn how to be most successful when working with each of the generations. Once you understand their values, expectations and priorities, you can more effectively market yourself.
What You will learn:
• How to be successful in this environment of different generations
• How to implement a personal strategy and work effectively with people in all five generations
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Engagement in your company is a sorrow?
Therefore people under perform and relationships are damaged or is it the other way around?
If you would like to add a really practical tool on leveraging on engagement, you could use the x-model of BlessingWhite that helps you assess and work out the right strategies to level up engagement.
If you think my experience with this could help you, please contact me!
With five different generations in the workplace, you may experience conflicting work styles, preferred methods of communication and uses of technology. Learn how to be most successful when working with each of the generations. Once you understand their values, expectations and priorities, you can more effectively market yourself.
What You will learn:
• How to be successful in this environment of different generations
• How to implement a personal strategy and work effectively with people in all five generations
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Engagement in your company is a sorrow?
Therefore people under perform and relationships are damaged or is it the other way around?
If you would like to add a really practical tool on leveraging on engagement, you could use the x-model of BlessingWhite that helps you assess and work out the right strategies to level up engagement.
If you think my experience with this could help you, please contact me!
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
Beyond Quick Fixes: What Will It Really Take To Improve Child Welfare In Amer...Public Consulting Group
EXECUTIVE SUMMARY
Leadership of a child protection agency is critical in setting the agenda and maintaining focus,
particularly in challenging times. Often, a new leader of an agency will accept the position
during a period of turmoil. In most cases, there is little opportunity or time for successful
succession planning. The opportunity for a change of direction, regardless of how it comes
about, is often healthy for an administration. It provides an opportunity for change and
transformation.
Given the extremely complex nature of the child protection system, a new agency leader should
move forward with four initial steps: 1) Establish or re-affirm the agency’s vision and mission;
2) Get to know the organization: its culture, status, reputation, and operational capabilities as
well as the environment in which it operates; 3) Select the priorities and agency initiatives to
move forward; and 4) make a plan for doing so.
SET THE VISION AND MISSION
A new agency leader’s first step should be to define the organization’s vision and mission. If
these already exist, he or she should carefully evaluate them to make sure they align with the
agency’s many responsibilities as well as his or her own ideas for the direction of the
organization. Evaluating the agency’s structure and its ability to support and meet
responsibilities and initiatives is a critical step in setting the agency’s vision and mission.
KNOW THE ORGANIZATION
There are literally dozens and dozens of programs, policies, issues, practices, and opportunities
for an agency leader to consider. In order to develop priorities, leaders must first assess the
“as-is” state of their organization and the environment in which it functions. Important factors
to consider include:
•The political and economic climate
•Workforce Capacity, particularly the capacity and professionalization of caseworkers in the
organization
•Agency culture, traditions, and readiness for change
•Current technology and data capacity and issues
CHOOSE AGENCY PRIORITIES
Leadership has the responsibility to decide which programs, services, products, opportunities, or
philosophies the organization will focus on. Categorizing the options being considered as
critical, important, or supportive becomes an important task of leadership. Those that are
critical, must be the focus of the agency leader. The following are suggested critical priorities.
•Establish caseworkers’ case load standards
•Develop data and metric reporting
•Utilize predictive analytics
•Invest in technology
•Develop a practice model
•Improve media relations
•Invest in services that work
•Develop a process to respond to fatalities and tragic events
While there certainly are other considerations for designating priorities within a leader’s vision
and mission in determining those priorities to be critical, eventually a solid
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Integrating the New Executive: Show a Little Love and Get Her ConnectedJaymie Berger
Why do such a high percentage of new executives fail to achieve expectations? In this article, Tim Ruef suggests looking past the obvious explanations. The root cause might just be the lack of a good executive integration plan.
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
A unique perspective on what skills are needed for people wanting to work in or make a career of CSR
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
TMA World Viewpoint 33: A Guide To Strategic MentoringTMA World
The retention of talent within an organization is fundamental to its success in the competitive global business environment.
Mentoring is an important strategic initiative, which is designed to ensure that your talent is not only retained, but developed.
This TMA World presentation provides a short guide to effective strategic mentoring.
For more information on strategic mentoring and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
Unlocking the Hidden Talents of All Your Employees by Paul Allen at Engage 2016Engage
Through decades of research pioneered by Dr. Don Clifton, the father of strengths psychology, Gallup has discovered keys to boosting employee engagement and creating high performing teams. You will learn from Paul Allen, founder of Ancestry.com, that hidden within each employee is a unique combination of strengths. As you learn to identify and unlock these strengths – instead of concentrating on fixing weaknesses – you can dramatically improve manager-employee relationships and build highly engaged and productive teams.
Beyond Quick Fixes: What Will It Really Take To Improve Child Welfare In Amer...Public Consulting Group
EXECUTIVE SUMMARY
Leadership of a child protection agency is critical in setting the agenda and maintaining focus,
particularly in challenging times. Often, a new leader of an agency will accept the position
during a period of turmoil. In most cases, there is little opportunity or time for successful
succession planning. The opportunity for a change of direction, regardless of how it comes
about, is often healthy for an administration. It provides an opportunity for change and
transformation.
Given the extremely complex nature of the child protection system, a new agency leader should
move forward with four initial steps: 1) Establish or re-affirm the agency’s vision and mission;
2) Get to know the organization: its culture, status, reputation, and operational capabilities as
well as the environment in which it operates; 3) Select the priorities and agency initiatives to
move forward; and 4) make a plan for doing so.
SET THE VISION AND MISSION
A new agency leader’s first step should be to define the organization’s vision and mission. If
these already exist, he or she should carefully evaluate them to make sure they align with the
agency’s many responsibilities as well as his or her own ideas for the direction of the
organization. Evaluating the agency’s structure and its ability to support and meet
responsibilities and initiatives is a critical step in setting the agency’s vision and mission.
KNOW THE ORGANIZATION
There are literally dozens and dozens of programs, policies, issues, practices, and opportunities
for an agency leader to consider. In order to develop priorities, leaders must first assess the
“as-is” state of their organization and the environment in which it functions. Important factors
to consider include:
•The political and economic climate
•Workforce Capacity, particularly the capacity and professionalization of caseworkers in the
organization
•Agency culture, traditions, and readiness for change
•Current technology and data capacity and issues
CHOOSE AGENCY PRIORITIES
Leadership has the responsibility to decide which programs, services, products, opportunities, or
philosophies the organization will focus on. Categorizing the options being considered as
critical, important, or supportive becomes an important task of leadership. Those that are
critical, must be the focus of the agency leader. The following are suggested critical priorities.
•Establish caseworkers’ case load standards
•Develop data and metric reporting
•Utilize predictive analytics
•Invest in technology
•Develop a practice model
•Improve media relations
•Invest in services that work
•Develop a process to respond to fatalities and tragic events
While there certainly are other considerations for designating priorities within a leader’s vision
and mission in determining those priorities to be critical, eventually a solid
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Integrating the New Executive: Show a Little Love and Get Her ConnectedJaymie Berger
Why do such a high percentage of new executives fail to achieve expectations? In this article, Tim Ruef suggests looking past the obvious explanations. The root cause might just be the lack of a good executive integration plan.
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
A unique perspective on what skills are needed for people wanting to work in or make a career of CSR
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Top 5 Reasons Why Getting in the Trenches MattersKhorus
Wars Are Won on the Battlefield, Not the Command Post
Top 5 Reasons Why Getting in the Trenches Matters
It’s not easy being CEO. With all of its privileges comes much responsibility. Your staff and every employee in your company depend on your leadership. As companies grow, however, the opportunity for personal engagement and involvement diminishes. There are plenty of valid reasons why, but for your troops, no excuse is entirely acceptable. Like every great general, the genius is finding the balance between ruling and serving. You set the tone and plan the strategy from the command post but your job isn’t complete until your troops are willing to fight for your cause. In order to win their faith, you must prove you are ready to fight alongside them on the battlefield.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
TMA World Viewpoint 33: A Guide To Strategic MentoringTMA World
The retention of talent within an organization is fundamental to its success in the competitive global business environment.
Mentoring is an important strategic initiative, which is designed to ensure that your talent is not only retained, but developed.
This TMA World presentation provides a short guide to effective strategic mentoring.
For more information on strategic mentoring and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
Great leaders know they wonu2019t always get it right, but they work with other experts, listen to their employees, keep learning, and set the intention to create a vibrant, healthy workplace and culture that embraces diversity. This requires tremendous courage and empathy but results in stronger, more innovative and resilient organizations more capable of attracting and keeping top talent.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
7 reasons why talent management & learning programs should be partially funde...Keith Siegel
This presentation offers a disruptive view about how to fund Talent Management & Learning Systems and why such disruption may make sense for your firm.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
In any organization if they want to get best production and retain their employees, they have to
provide best organization culture to their employees. That culture should be satisfied by the employees to retain
them. The purpose of the present study is to analyze the organization culture factors influencing the job
satisfaction.
[Slideshare] Cracking the Employee Engagement Code - Workforce GroupWorkforce Group
On a scale of 1-10, how would you rate the effectiveness of your employee engagement strategies? How would your employees rate it?
As a leader, do you find it challenging to engage your direct reports effectively? What would you consider "an engagement strategy"? Do your employees lack the motivation to perform their daily tasks? Are you worried about their dedication or commitment levels? If yes, there is a good chance that your Employee Engagement methods are ineffective.
Many organisations are aware of the importance of employee engagement, yet, many leaders struggle to create the right strategies and implement the best engagement practices. In the same vein, extensive research has proven that the rate of engagement of an employee is directly proportional to the quality of work output and the level of commitment to that organisation.
Therefore, what practices can business leaders adopt to drive emotional connection, foster loyalty, and encourage their employees to bring their best selves to work every day?
This slide deck provides proven engagement strategies that business leaders can deploy to drive employee engagement, motivation and performance.
In the deck, we share how you can crack the employee engagement code.
Adopt the best practices shared in this deck to improve employee development and effectiveness, invariably reducing employee burnout and leading to better business outcomes.
Learn how to engineer a shift from robotic compliance-driven practices to genuine commitment-driven initiatives where employees thrive and perform optimally by downloading this deck today.
Executive Director Essentials: Effective Team DevelopmentAH
Whether you are tasked with building a management team for your organization or filling seats on a volunteer board, the tips presented in this webinar will guide you through the process to make sure that you’re making sound decisions based on knowledge and experience, rather than timing and costs.
Following this webinar, attendees will:
•Understand how to create an accountability chart
•Know how to fill the seats you have with the right talent
•Understand how to conduct meaningful meetings and deal with healthy conflict
•Learn how to incorporate culture into the team building process
•Measure success
26 Journal of AHIMA August 11Time to LeadLeaders and.docxvickeryr87
26 / Journal of AHIMA August 11
Time to Lead
Leaders and Leadership, Building Trust
By Carolyn Valo, MS, RHIT, FAHIMA
TO LEAD IMPLIES many things—leading a project, a self-man-
aged or self-directed team activity, or becoming a department
director, manager, or supervisor, all the way to extending and
applying gained skills, advanced education, and experiential
learning to perhaps lead a large enterprise.
As a member of AHIMA, there are many tools, resources, and
learning opportunities available to each one of us, such as the
Leadership Academy, other related online education, the Body
of Knowledge, and the Communities of Practice, all of which are
accessible from AHIMA’s Web site. Leadership, however, goes
beyond these notable educational tools and resources. AHIMA
and each component state association provide opportunities to
expand our learning around leading and serving in leadership
roles through volunteering.
Learning to become a leader goes beyond skill building and
experiential learning; for many, including me, networking
with our peers helps us identify role models and mentors with
leadership experience. Combined, these tools, resources, and
networking options can help provide pathways to becoming a
leader, if desired.
Inspiring Trust
Trust is a key imperative of leadership. In fact, trust and leader-
ship may even seem synonymous. As a leader, trust is at the core
of effectively leading people, processes, tasks, or activities.
Leaders who inspire trust must gain trust as a first good step
in leadership. A high degree of trust between a leader and his
or her staff or among team members helps reach desired goals
or outcomes. Leaders who display or extend trust and demon-
strate active listening skills encourage open participation, mo-
tivate individuals, and more importantly, they inspire others to
demonstrate trust in team or project work.
Trust requires clarity (of goals and roles), confidence (in staff
and team members), consistency (in how processes are ap-
plied), and active listening skills in order to encourage all to
participate in tasks and activities. Trust helps foster common
understanding and collaboration, which leads to efficiently
reaching desired goals or the organization’s vision and mission.
As an example of how an HIM manager can inspire trust, as-
sume that a manager just learned accounts receivables, or AR
(days or dollars), are outside the target. The manager decides
to seek direct input from the staff that performs the day-to-day
functions related to AR.
When the manager takes, as a first step, engaging the staff
to problem-solve the missed AR target, the staff members feel
confident that the manager trusts in their knowledge, skills, and
ability and are more likely to be motivated to reach decisions
on how to realign and maintain the AR target. In addition, this
approach likely fosters open and active staff collaboration and
participation. In this example, inspi.
Proko's Guide to Positivity and Effective Employee EngagementLeeWills3
Proko allows your employees to easily share good things about your culture and career opportunities, or simply acknowledge the people that are making work great.
Create e-cards and other sharable assets that employees can select, personalize, and share.
Import content to an easy-to-use, customizable microsite.
Track sharing activity and leverage those insights for future employer branding and employee advocacy activities.
Website: https://www.proko.co/product
1
Observation Paper
Observation Paper for Equity Management
Taihessa Lee
Organizational Leadership
Professor Stephen D. Griffin
June 30, 2013
The purpose of this paper is to describe the observable aspects of my current organization’s culture. I will address my perceptions using the following three viewpoints: vision, mission and core values. I am currently employed at Equity Management Corporation, which is a leading third party management company throughout the property management industry. It is a highly competitive organization that works on creating opportunity for their employees and managing with integrity. On the grounds that I work for Equity Management I know first-hand the extent they will go to meet their expectation out of every department and one thing they will always strive to be number one in the housing market. The greater part of these things are expressed inside Equity Management’s vision and mission statement. Their vision and mission are similar as it precisely what the company does and how it plans to develop.
The Mission: Managing with integrity. The Vision: Creating opportunity. The Core Values: will focus on the heart of our company. There are many other parts of Equity. Leasing Agents are the face of Equity. Property Managers are the arms of Equity. Regional Directors represent the head of Equity. But it takes one fundamental body part to keep all this going- the heart. Ultimately, the heart has to beat to make the parts all function together. The heart is where love, care and concern reside evidenced by our commitment to the job, one another and the people we serve. As Equity pays attention to the condition of our personal and corporate heart they can experience a deeper commitment to our everyday activities. The owner’s vision is to improve the heart of Equity in a deeper way. The owner realizes that our hearts inspire us to be our best, and create loyalty in ourselves. Becoming #1 in the industry means being financially strong and growing. But being #1 is also found in a company filled with loyal employees with high integrity, stellar performance while showing you care. I have witnessed this in my current employment with Equity.
Working at the corporate office was hard for me at times because of how clan culture the company is however it likewise has numerous motivating forces as well. I started my employment with Equity Management three years prior. This employment has been assisting me to develop passionately and also professionally. They are showing me to strive to be passionately and the best constantly. The major lesson I am learning while at Equity Management is their Core Values which is the heart of an employee to keep it functioning properly.
A great deal can be learned about an organization by analyzing and exploring the various aspects of organizational observation. My observation of Equity’s leadership and organizational culture would be healthy organization culture. .
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
1. Transformational
Strategic Change:
Leading today’s organizations through transformational
organizational change.
• Understand your organization and community
• Maximize resources by learning how to recognize them
• Master change management through team
engagement
• Modernize programs to match culture and
demographic needs
• Build your vision, lead with vision, avoid 20/20
hindsight
Strategic planning is only as good as your awareness and
insight into your population, values, resources, useful
Copyright: Elizabeth Beletic, PhD
2. Introduction
In this day and age affordable quality programming cannot exist
without strategic design incorporating knowledge of people,
culture, systems, resources, change management, finances, and
on-going evaluation. Leaders need to be visionaries brining to the
table not just expertise in their field, but a willingness to work
collaboratively to move programs and policies forward to meet
demands of changing climates.
My name is Elizabeth Beletic, MAFSG, MSW, PhD, and with
almost twenty years experience in health care, I have not only
learned the keys to organizational success but lead teams to
achieve their desired service outcomes.
As a consultant and published author I am looking to bring new
strategies to identify more resources and effective processes to
maximize your desired outcomes.
Copyright: Elizabeth Beletic, PhD
3. Keys to Service Excellence
Lead with a vision, values and mandate that build capacity
Client Centered: define ‘client’
Engage others: it takes a community to define service
needs and serve
Map information and process systems
Continuous improvement through on-going evaluations
Financial accountability
Minimize risk and litigation through knowledge of
legislation, evidenced based practices and educate staff
and client base
Transformational change happens at the core; know your
business, understand yourself, engage employees and
community from their hearts.
Copyright: Elizabeth Beletic, PhD
4. Organizational
Improvement
Organizational improvements require a matrix of
knowledge, evaluation techniques, and planning.
Without a properly designed plan, attempting
organizational change could cost you your job or
business if not properly executed.
Relying on already over stretched staff who may or
may not have the education, training, and
experience to lead projects can make small
successes but at the end of the fiscal year, you may
not have achieved your best potential.
As with your organization, you want to hire the right
person for the job when embarking on organizational
change. Copyright: Elizabeth Beletic, PhD
5. Table of Contents
Your Vision
Resources
Metrics
Evaluation
Team Building
Leadership vs Management
The Matrix
Copyright: Elizabeth Beletic, PhD
6. Your Vision
Highlights
Do you understand your own philosophy and values
that you bring to work?
Before jumping into organizational change, leaders
must be aware of how their beliefs impact and
influence the organization along with their
employees.
Join me to uncover how you make and break your
organization’s success.
Copyright: Elizabeth Beletic, PhD
7. Organizational Vision
Chapter Highlights
Each employee influences service outcomes from their buy-in
to the organization’s values, vision, mandate and means to
achieve desired service goals.
Does each member of the organization need to be on the same
page to obtain optimal business outcomes?
How do you lead staff to engage in their role from
organizational values such that the company vision inspires
optimal performance and outcomes?
Are you connecting employees at their core to connect their
sense of purpose with their work function?
How are employee’s biases influencing performance and
outcomes?
Copyright: Elizabeth Beletic, PhD
8. Resources
Understanding ‘resources’ and how to maximize,
strengthen and build what you have and what you
were not aware of:
Human Resources
Technological Resources
Finances
Networking Resources
Copyright: Elizabeth Beletic, PhD
9. Human Resources
Organizational Psychology
Human Factors
People working in an organization are not ‘just
people’, they are a mix of resources feeding off each
other that can either keep a company up and
running or shut it down.
It is everyone’s responsibility to inspire to achieve an
organizations goals; it is a leaders responsibility to
create that atmosphere.
Copyright: Elizabeth Beletic, PhD
10. Team Building &
Resourcing
Chapter Highlights
When I begin working with a team I ask participants
to write down their role, training, education, learning
style, strengths, interests, professional development
goals, how they like to be acknowledged and what
values they bring to the workplace.
By knowing my team members, I can strategize to
optimize, develop plans to engage others from the
core and predict greater outcomes.
It comes down to engaging others and keeping them
focused on their job and develop their potential
further.
Copyright: Elizabeth Beletic, PhD
11. Intergenerational Shifts
Chapter Highlights
Have you ever worked for an organization that did not take into
account demographic or cultural shifts?
My first introduction to demography was in the 1990’s when I
began attending seminars from Statistics Canada. When I
stepped into management roles I always examined my workforce
and engaged in contingency planning not just for vacancies but for
retirement rates and cultural shifts.
In one of my roles 100% of front line staff had the potential to
retire in a one year period. Human Resources had not planned for
mass retirements despite statistics predicting the retirement ratios
decades in advance. The cost of not being knowledgeable costs
an organization deeply.
Another are over looked . . . Intergenerational shifts in job seekers
desire to work, how to work, hours to work and entitlement to cell
phone use on the job. Let me share with you how to manage
intergenerational differences.
Copyright: Elizabeth Beletic, PhD
12. Wellness & Sick Time
Chapter Highlights
I worked for a decent sized organization who
provided health care to 44, 000 people in the region.
Healthcare employee sick time was equivalent to 6
full time positions each month. The organization’s
philosophy was to threaten no sick pay. Initially no
investigation was done as to why sick time was so
high.
End result: you will be surprised!
Copyright: Elizabeth Beletic, PhD
13. Financial Resources
Chapter Highlights
Everyone wants to stretch their dollars and maximize
desired outcomes. Have you determined where the
waste is?
A common interview question when hiring managers is
through presenting a scenario asking the applicant if they
were told they had to reduce their budget by 10%, how
would they do it? Common responses include materials
or cutting a position. Little thought is usually given to
maximizing resources through blending departments,
organizational psychology, human factors, knowing
employee’s strengths. Dare I add, hire the right person
for the job?
Copyright: Elizabeth Beletic, PhD
14. Financial Accountability
Chapter Highlights
When ego is in the way . . . managers, directors, and
executives waste millions of dollars a year by not working
together, sharing resources, or allowing external
resources to assist in some capacity.
*Portfolios when treated as a silo are not cost efficient.
Supervisors must take measures to understand where
money is being spent, where there is waste, and how to
work with others to optimize resources. Blind faith from
those reporting up or one’s own ignorance should not be
acceptable practice. Learn how to be financially
accountable, don’t be a bystander.
Copyright: Elizabeth Beletic, PhD
15. Networking Resources
Chapter Highlights
Community capacity building, networking, and
partnerships are not new concepts in business.
However, understanding potential ‘resources’ often
needs to be further developed.
Drill down. As with measures taken to learn about
your ‘team’, ask the same questions when working
with interagency or community groups.
Get to know your resources.
Copyright: Elizabeth Beletic, PhD
16. Metrics/Measureables
Understand the outcomes of each process
Measure staff performance and impacts
continuously
Errors/Incident impacts
Outcomes in quantity and quality
Compare with other portfolios
Copyright: Elizabeth Beletic, PhD
17. Ego and Beyond
Chapter Highlights
Are you getting what you are paying for? Have you
been fooled with wind and fire?
Are you being put at risk for litigation?
How to protect your organization and your job:
Accountability is far too often take for granted. Are
methods for leaving evidence based paper trails
missing and leaving you looking like a fool and
placing your organization at risk.
Copyright: Elizabeth Beletic, PhD
18. Leadership vs
Management
The days of dulldrum managers who lack inspiration
are through. Any supervisor needs to not only know
how to manage, but needs to lead through
inspiration, organizational values and vision.
Are you hiring and training supervisors to perform
both functions?
Are your hiring interview exercises robust enough to
determine if you are hiring the right person for the
job?
Copyright: Elizabeth Beletic, PhD
19. Legalities
Pleading ignorant or denial when faced with legal issues is not
acceptable in this century. Whether you are a front line
employee or in a supervisory role, it is your responsibility to
know what you are accountable for and what legislation
dictates your actions.
• Clinical registrations?
• Human Rights?
• Insurance policies
• Labor Laws
Learn how to develop corporate policies to hold each employee
accountable and keep them informed on everyone’s rights in
the workplace.
Copyright: Elizabeth Beletic, PhD
20. Ready to meet?
Whether you are planning large or small scale
changes in your organization, attempting a change
in culture, or in the middle of change facing
‘resistant’ staff, connect with me. Together we can
strategize how to meet your goals.
Sincerely,
Elli
Email: ebeletic@live.ca
Copy write: Elizabeth Beletic, PhD