This document outlines a presentation on transforming teams given by Tin Zan Kyaw. The presentation covers developing yourself and your team to achieve success. It discusses the importance of understanding yourself, your team, and creating a shared vision. Specific topics covered include knowing your strengths, managing conflict, setting targets, and celebrating achievements. The overall message is that by focusing on personal and team development, leaders can transform their results.
This document outlines the characteristics and behaviors of caring leaders. It discusses 15 behaviors under the categories of lead by example, accept differences, embody integrity, and more. Caring leaders are defined as those who put others' well-being as a priority, are sensitive to others' needs, and recognize others' contributions. They think about providing purpose and strategy, understand others, and do the right things based on clear values. The document emphasizes leading with compassion and accepting differences in others.
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
Timothy R. Clark in his book “The Employee Engagement Mindset” describes in detail the Six Drivers for tapping into the hidden potential of everyone in your company. “ It shifts the paradigm of engagement from an employer-centered model to an employee-centered view. By emphasizing shared manager and personal responsibility, coupled with intrinsic motivation, you will dramatically increase employee engagement.”
This presentation summarizes the key points of the Six Drivers and this book is highly recommended.
Improving Employee Performance by Mirza Yawar BaigMirza Yawar Baig
This document discusses improving employee performance by moving beyond traditional human resource management approaches. It advocates treating people as individuals rather than as "human resources" and focusing on developing people in order to improve business performance. The key challenges are managing change, minimizing bureaucracy, hiring high performers, and ongoing training. HR managers should facilitate creating a winning culture, anticipating future needs, and translating HR initiatives into business impacts. Ultimately, business success depends on quality people and processes.
Arbunize is a mindset and platform where users build their own products. The company aims to inspire aspirations and help others chase and bring their dreams to life. It is made up of a team including thinkers, ideators, facilitators, inspirers, and creators who respect each other as individuals and treat success as a personal perception. The company aims to help others by providing free resources to build brands, mechanisms to share uniqueness, and a platform to manage online identity, and measures performance by the number of people helped and positive impact made.
Simon Sinek is an author and speaker known for his ideas about leadership and corporate culture. He has written books like Start With Why and Leaders Eat Last. Some of his key ideas about leadership are that great leaders treat people well even in difficult times, communicate openly with employees, hire for attitude over skills, and inspire people by articulating an important purpose or vision. Effective leaders prioritize employee well-being and satisfaction in order to create loyal customers and shareholders.
This document outlines the characteristics and behaviors of caring leaders. It discusses 15 behaviors under the categories of lead by example, accept differences, embody integrity, and more. Caring leaders are defined as those who put others' well-being as a priority, are sensitive to others' needs, and recognize others' contributions. They think about providing purpose and strategy, understand others, and do the right things based on clear values. The document emphasizes leading with compassion and accepting differences in others.
Knowledge and Skills are important, but attitude is necessary to evaluate a person's competence in the job.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
Timothy R. Clark in his book “The Employee Engagement Mindset” describes in detail the Six Drivers for tapping into the hidden potential of everyone in your company. “ It shifts the paradigm of engagement from an employer-centered model to an employee-centered view. By emphasizing shared manager and personal responsibility, coupled with intrinsic motivation, you will dramatically increase employee engagement.”
This presentation summarizes the key points of the Six Drivers and this book is highly recommended.
Improving Employee Performance by Mirza Yawar BaigMirza Yawar Baig
This document discusses improving employee performance by moving beyond traditional human resource management approaches. It advocates treating people as individuals rather than as "human resources" and focusing on developing people in order to improve business performance. The key challenges are managing change, minimizing bureaucracy, hiring high performers, and ongoing training. HR managers should facilitate creating a winning culture, anticipating future needs, and translating HR initiatives into business impacts. Ultimately, business success depends on quality people and processes.
Arbunize is a mindset and platform where users build their own products. The company aims to inspire aspirations and help others chase and bring their dreams to life. It is made up of a team including thinkers, ideators, facilitators, inspirers, and creators who respect each other as individuals and treat success as a personal perception. The company aims to help others by providing free resources to build brands, mechanisms to share uniqueness, and a platform to manage online identity, and measures performance by the number of people helped and positive impact made.
Simon Sinek is an author and speaker known for his ideas about leadership and corporate culture. He has written books like Start With Why and Leaders Eat Last. Some of his key ideas about leadership are that great leaders treat people well even in difficult times, communicate openly with employees, hire for attitude over skills, and inspire people by articulating an important purpose or vision. Effective leaders prioritize employee well-being and satisfaction in order to create loyal customers and shareholders.
Job Seeker Manual: Using CULTURE FIT to find the right workplace for youSheila Margolis
How well you fit the culture of a workplace can make the difference between job search success and failure. Organizations screen candidates for culture fit. Don't you think you should evaluate that fit as well?
Discover how to better understand yourself and the culture of an organization and decide if it is right for you. Find a meaningful workplace where people are making a contribution and practicing the principles and values that matter to you.
Go to www.SheilaMargolis.com to learn more about culture fit.
Coviam is an upstart digital platforms and products company with a core focus on disrupting traditional markets and business models with the strength of our innovation-driven digital value.
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
Women, Wine & Words- Self Leadership With Patricia Murugami on 7 October 2015Patricia Murugami
The document summarizes a presentation by Patricia Murugami on her Total Leadership Growth Equation. The equation represents growth (G) through raising one's heart, head, and hand (3 H's). It also involves intentionally raising these higher. Murugami developed the equation while studying for her doctorate. She discusses each letter in the equation, explaining what it means to raise one's heart, head, and hand on different levels. The goal is holistic growth as a person through overcoming challenges and contributing to others.
You Don't Need a Title to be a Leader - Mark SanbornBala Anantharama
This document provides guidance on leadership principles from Bala Anantharama. It discusses six principles of leadership: self-mastery, focus, power with people, persuasive communication, execution, and giving. The document emphasizes that true leadership is about positively influencing others, earning trust, collaborating as a team, and leaving a lasting legacy through contributions that make the world better.
This document discusses how engaging with fear, rather than avoiding it, can enable individuals to take risks and live creatively. It profiles several people who took risks by changing their relationship to fear, such as the youngest person to circumnavigate the globe. The document argues that fear originally evolved to keep us safe but now often holds us back. By taking small risks and getting comfortable with uncertainty, one can engage their fear and discover unexpected opportunities. The document concludes by outlining levers for starting to practice risk-taking, such as having a supportive pack and looking outside one's primary field for inspiration.
Presentation for Parkland School Division Staff as we started our 2013-14 school year. Staff Engagement is one of our School Division's priority areas.
Why Personality Development Skills for Employees StrengthsTheatre
Through this presentation, highlighting the need for personality development skills for employees. Visit us for expert personality development classes for your employees. https://bit.ly/2xsvHJv
The document discusses improving meetings and presentations in business. It makes three key points:
1) Most business meetings suffer from a lack of clear purpose and engagement where dissenting views are not discussed. Meetings should have guidelines to make them more productive.
2) The everyday meeting may be the most important communication vehicle for change if done properly. Transforming "meetings as usual" could create positive change for a company.
3) Productive meetings require having a clear purpose and focus, engaging participants in meaningful discussions, and resolving important issues rather than avoiding them. Addressing what's really at stake drives participation and progress.
This document discusses strategies for effectively creating change and leading as a "rebel" within an organization. It provides discussion questions addressing how to gain credibility for new ideas, navigate organizational culture and politics, communicate ideas to others, manage conflict, deal with fears and doubts, care for one's well-being, and how managers can better support rebels in their organization. The overall aim is to provide rebels with tools to drive positive change while navigating challenges within their workplace.
Growth Mindset vs. the Entrepreneurial Mindsetjane GARDNER
we are looking at growth mindset vs. entrepreneurial mindset
There are differences
Growth mindset refers to a broader kind of mindset whereas the entrepreneur mindset is more specific.
However, the two share several common behaviors and characteristics. For more on mindset go to http://jgtips.com/youtube
The document discusses the concepts of leadership and building a successful team. It provides definitions of leadership as an interactive conversation that pulls people towards personal responsibility and achieving common goals. It also discusses elements of an effective mindset, including desire, commitment, responsibility, hard work, positive believing, persistence, and pride of performance. The document emphasizes that developing a better team starts with improving individuals and having a collaborative, communicative, competent, disciplined, prepared, selfless, and tenacious team.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
Self motivation Is the Highest level of motivationRaju Samanta
The document discusses motivation and self-motivation. It defines motivation as the willful desire to direct one's behavior towards a goal. Motivation can be internal, driven by internal desires, or external, driven by external desires. Self-motivation is important for achieving goals without outside influence and improves confidence. The document provides six secrets to self-motivation: setting goals, staying focused, avoiding procrastination, sharing goals with others, staying positive, and rewarding accomplishments. Being self-motivated makes one more organized, better at time management, and improves self-esteem and confidence.
Luqman O. Obileye gives a presentation on personal effectiveness and self-branding. He argues that one does not work for an employer but rather works for themselves as the CEO of "Me Incorporated." He outlines four steps to branding oneself as a personal brand: defining your brand, determining objectives, increasing visibility, and living up to your own brand. The presentation emphasizes developing skills, being a valuable resource, differentiating oneself, promoting one's abilities, and anticipating change in order to be professionally successful.
Failure provides an opportunity to learn and improve. Great leaders develop a positive attitude, treat people with integrity and respect, and empower followers through staff development. A leader's attitude is influential, and focusing on vision, problem solving, and being appreciated as a human being can help one become a better leader.
The document provides tips and advice for transitioning from campus to the corporate world including managing expectations, making a good first impression, adapting to a new environment, and maintaining work-life balance. It emphasizes dressing professionally, asking questions to learn the industry and company, being friendly, saying thanks, and focusing on work during the first month. Maintaining a positive attitude and surrounding yourself with successful people are also advised for long term success.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
The document provides 12 lessons on how to be a super achiever. It discusses raising personal standards and avoiding comfort zones. It recommends writing down goals and using W.A.V.E strategies like affirming, visualizing, and expecting goals. Other lessons discuss motivating yourself, eliminating excuses, celebrating rejections, learning from masters, embracing change, and living in the present moment. The overall message is that small consistent efforts each day can lead to success.
This document discusses how to transform a group into an effective team. It outlines Tuckman's stages of group development: forming, storming, norming, performing, and adjourning. In the forming stage, team members learn goals and tasks but work independently. Storming involves conflict as opinions are formed. Norming resolves disagreements through cooperation. Performing teams work collaboratively toward common goals with high productivity. The document also provides tips for team meetings, such as starting on time and only allowing one conversation at a time.
Motivation Theories (Maslow's Hierarchy of Needs, Taylor's Scientific Managem...Project Student
Business Studies - Motivation Theories
There are 4 motivation theories that are explained in this presentation. Herzberg's Two Factory, Maslow's Hierarchy of needs, Mayo's Human Relations and Taylor's Scientific Management. The theories are explained, advantages and disadvantages along with images and definitions. ALSO, the 3 types of management systems are explained (autocratic, paternalistic and democratic)
Learning strategy training teaches language learners techniques to improve their learning. It focuses on what successful language learners do naturally, such as guessing meanings from context and actively practicing speech. Teachers show students strategies like advanced organization, where they preview materials by skimming titles and paragraphs to improve reading speed and comprehension. Strategies are categorized as metacognitive, cognitive, or social/affective. Cooperative learning involves students working in groups to learn from each other. When properly implemented with clear roles and accountability, it can increase student learning compared to individual work. However, it requires time and careful planning by teachers to ensure students have the necessary skills to work effectively in groups.
Job Seeker Manual: Using CULTURE FIT to find the right workplace for youSheila Margolis
How well you fit the culture of a workplace can make the difference between job search success and failure. Organizations screen candidates for culture fit. Don't you think you should evaluate that fit as well?
Discover how to better understand yourself and the culture of an organization and decide if it is right for you. Find a meaningful workplace where people are making a contribution and practicing the principles and values that matter to you.
Go to www.SheilaMargolis.com to learn more about culture fit.
Coviam is an upstart digital platforms and products company with a core focus on disrupting traditional markets and business models with the strength of our innovation-driven digital value.
Limitless Lab is a strategic design and innovation company in the Philippines. Our mission is to enable people to innovate, create possibilities, and challenge the status quo using design.
Women, Wine & Words- Self Leadership With Patricia Murugami on 7 October 2015Patricia Murugami
The document summarizes a presentation by Patricia Murugami on her Total Leadership Growth Equation. The equation represents growth (G) through raising one's heart, head, and hand (3 H's). It also involves intentionally raising these higher. Murugami developed the equation while studying for her doctorate. She discusses each letter in the equation, explaining what it means to raise one's heart, head, and hand on different levels. The goal is holistic growth as a person through overcoming challenges and contributing to others.
You Don't Need a Title to be a Leader - Mark SanbornBala Anantharama
This document provides guidance on leadership principles from Bala Anantharama. It discusses six principles of leadership: self-mastery, focus, power with people, persuasive communication, execution, and giving. The document emphasizes that true leadership is about positively influencing others, earning trust, collaborating as a team, and leaving a lasting legacy through contributions that make the world better.
This document discusses how engaging with fear, rather than avoiding it, can enable individuals to take risks and live creatively. It profiles several people who took risks by changing their relationship to fear, such as the youngest person to circumnavigate the globe. The document argues that fear originally evolved to keep us safe but now often holds us back. By taking small risks and getting comfortable with uncertainty, one can engage their fear and discover unexpected opportunities. The document concludes by outlining levers for starting to practice risk-taking, such as having a supportive pack and looking outside one's primary field for inspiration.
Presentation for Parkland School Division Staff as we started our 2013-14 school year. Staff Engagement is one of our School Division's priority areas.
Why Personality Development Skills for Employees StrengthsTheatre
Through this presentation, highlighting the need for personality development skills for employees. Visit us for expert personality development classes for your employees. https://bit.ly/2xsvHJv
The document discusses improving meetings and presentations in business. It makes three key points:
1) Most business meetings suffer from a lack of clear purpose and engagement where dissenting views are not discussed. Meetings should have guidelines to make them more productive.
2) The everyday meeting may be the most important communication vehicle for change if done properly. Transforming "meetings as usual" could create positive change for a company.
3) Productive meetings require having a clear purpose and focus, engaging participants in meaningful discussions, and resolving important issues rather than avoiding them. Addressing what's really at stake drives participation and progress.
This document discusses strategies for effectively creating change and leading as a "rebel" within an organization. It provides discussion questions addressing how to gain credibility for new ideas, navigate organizational culture and politics, communicate ideas to others, manage conflict, deal with fears and doubts, care for one's well-being, and how managers can better support rebels in their organization. The overall aim is to provide rebels with tools to drive positive change while navigating challenges within their workplace.
Growth Mindset vs. the Entrepreneurial Mindsetjane GARDNER
we are looking at growth mindset vs. entrepreneurial mindset
There are differences
Growth mindset refers to a broader kind of mindset whereas the entrepreneur mindset is more specific.
However, the two share several common behaviors and characteristics. For more on mindset go to http://jgtips.com/youtube
The document discusses the concepts of leadership and building a successful team. It provides definitions of leadership as an interactive conversation that pulls people towards personal responsibility and achieving common goals. It also discusses elements of an effective mindset, including desire, commitment, responsibility, hard work, positive believing, persistence, and pride of performance. The document emphasizes that developing a better team starts with improving individuals and having a collaborative, communicative, competent, disciplined, prepared, selfless, and tenacious team.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
Self motivation Is the Highest level of motivationRaju Samanta
The document discusses motivation and self-motivation. It defines motivation as the willful desire to direct one's behavior towards a goal. Motivation can be internal, driven by internal desires, or external, driven by external desires. Self-motivation is important for achieving goals without outside influence and improves confidence. The document provides six secrets to self-motivation: setting goals, staying focused, avoiding procrastination, sharing goals with others, staying positive, and rewarding accomplishments. Being self-motivated makes one more organized, better at time management, and improves self-esteem and confidence.
Luqman O. Obileye gives a presentation on personal effectiveness and self-branding. He argues that one does not work for an employer but rather works for themselves as the CEO of "Me Incorporated." He outlines four steps to branding oneself as a personal brand: defining your brand, determining objectives, increasing visibility, and living up to your own brand. The presentation emphasizes developing skills, being a valuable resource, differentiating oneself, promoting one's abilities, and anticipating change in order to be professionally successful.
Failure provides an opportunity to learn and improve. Great leaders develop a positive attitude, treat people with integrity and respect, and empower followers through staff development. A leader's attitude is influential, and focusing on vision, problem solving, and being appreciated as a human being can help one become a better leader.
The document provides tips and advice for transitioning from campus to the corporate world including managing expectations, making a good first impression, adapting to a new environment, and maintaining work-life balance. It emphasizes dressing professionally, asking questions to learn the industry and company, being friendly, saying thanks, and focusing on work during the first month. Maintaining a positive attitude and surrounding yourself with successful people are also advised for long term success.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
The document provides 12 lessons on how to be a super achiever. It discusses raising personal standards and avoiding comfort zones. It recommends writing down goals and using W.A.V.E strategies like affirming, visualizing, and expecting goals. Other lessons discuss motivating yourself, eliminating excuses, celebrating rejections, learning from masters, embracing change, and living in the present moment. The overall message is that small consistent efforts each day can lead to success.
This document discusses how to transform a group into an effective team. It outlines Tuckman's stages of group development: forming, storming, norming, performing, and adjourning. In the forming stage, team members learn goals and tasks but work independently. Storming involves conflict as opinions are formed. Norming resolves disagreements through cooperation. Performing teams work collaboratively toward common goals with high productivity. The document also provides tips for team meetings, such as starting on time and only allowing one conversation at a time.
Motivation Theories (Maslow's Hierarchy of Needs, Taylor's Scientific Managem...Project Student
Business Studies - Motivation Theories
There are 4 motivation theories that are explained in this presentation. Herzberg's Two Factory, Maslow's Hierarchy of needs, Mayo's Human Relations and Taylor's Scientific Management. The theories are explained, advantages and disadvantages along with images and definitions. ALSO, the 3 types of management systems are explained (autocratic, paternalistic and democratic)
Learning strategy training teaches language learners techniques to improve their learning. It focuses on what successful language learners do naturally, such as guessing meanings from context and actively practicing speech. Teachers show students strategies like advanced organization, where they preview materials by skimming titles and paragraphs to improve reading speed and comprehension. Strategies are categorized as metacognitive, cognitive, or social/affective. Cooperative learning involves students working in groups to learn from each other. When properly implemented with clear roles and accountability, it can increase student learning compared to individual work. However, it requires time and careful planning by teachers to ensure students have the necessary skills to work effectively in groups.
This document discusses using activity diagrams for business and systems modeling. It explains the basic and advanced elements of activity diagrams like activity states, transitions, decisions, synchronization bars, concurrent threads, alternative threads, conditional threads, nested activity diagrams and partitions. The objectives are to explain UML modeling, demonstrate activity diagram usage for business and systems modeling, apply activity diagram notations, and highlight common student mistakes.
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. There are three key elements: energy, direction, and persistence. Motivation theories include Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three-needs theory. These theories provide different perspectives on understanding human motivation and what drives employee performance.
Theories of Motivation - Overview of the Content Theories of Motivation Monica P
(MST) Advanced Administration and Supervision in Educational Practices
(class report(s)/discussion(s))
DISCLAIMER: I do not claim ownership of the photos, videos, templates, and etc used in this slideshow
Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs before moving on to safety, social, esteem and self-actualization needs. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that create job satisfaction, and hygiene factors like company policies that prevent dissatisfaction. Both theories have been widely studied but lack strong evidence and may oversimplify human motivation, which can vary between individuals and cultures. Overall, they recognize motivation as internal rather than dependent solely on external factors.
Motivation refers to factors that arouse, direct, and sustain human behavior. There are several theories of motivation, including drive theory which proposes that internal drives or needs push people towards goals, and incentive theory which suggests that external rewards or goals pull people to act. Maslow's hierarchy of needs theory also explains motivation and proposes that people are motivated to fulfill lower level basic needs before pursuing higher level growth needs. Managers can create a motivating work climate by setting clear expectations, being fair and consistent, developing teamwork, recognizing contributions, allowing autonomy and growth, and addressing individual needs and values.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
SXSW Interactive is amazing this year! I’m talking VR, AR, IoT, enter next acronym here, and even the P.O.T.U.S. made an appearance.
SXSW plays an increasingly important role in revolutionizing interactive media. While often known as a hotbed for tech startups, it’s the discussions around practical applications of such media, the opportunities they present, and the surrounding implications that have attracted the attention of a growing number of brands, platforms, and creators each year.
In this webinar we share key takeaways from SXSW 2016 and discuss what each means for the year ahead.
Mr. McBride has just graduated with an MBA and is taken on a walk by his teacher Dr. Neumann, who owns sheep. Dr. Neumann uses the walk to teach Mr. McBride valuable leadership lessons. Some of the lessons include that leadership requires a huge time commitment and personal investment. A good leader also works hard, cares deeply for their people, and guides their people in the right direction through their actions and investment in them.
This document discusses the differences between managers and leaders and key traits of effective leadership. It notes that managers have employees, react to change, think of ideas, communicate, and direct groups, while leaders win followers, create change, implement ideas, persuade others, create teams, and make everyone a hero. The document then lists traits of good leaders like the desire to lead, honesty and integrity, self-confidence, emotional stability, cognitive ability, knowledge of the business, and a high drive. It also discusses different leadership styles, principles of leadership, and the importance of leadership in setting goals, motivating employees, and building discipline and morale.
This presentation was presented to the students of MS in Business Management who were industry professionals working in public & public sector to help them changing their culture for successful Agile adoption.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
Mr. McBride has just graduated with an MBA and is taken on a walk by his teacher Dr. Neumann. Dr. Neumann uses the walk to teach Mr. McBride valuable leadership lessons about shepherding, using his sheep as an example. The lessons include that leadership requires a huge commitment of time, energy, and emotion. A leader must be willing to work hard and pay the price to help their people succeed, and they must truly care about those they lead.
Mr. McBride has just graduated with an MBA and is taken on a walk by his teacher Dr. Neumann. While walking, Dr. Neumann shares lessons about leadership with Mr. McBride. He explains that leadership requires a huge commitment of time, energy, and involvement. It also means taking responsibility when employees face problems and inflicting pain on employees who do not perform well. Dr. Neumann emphasizes that a leader must be willing to work hard and pay the price of leadership themselves rather than expecting employees to pay it. He stresses the importance of having a heart for people and viewing them as more than interruptions or means to an end.
Mr. McBride has just graduated with an MBA and is taken on a walk by his teacher Dr. Neumann. Dr. Neumann uses the walk to teach Mr. McBride valuable leadership lessons about shepherding, using his sheep as an example. The lessons include that leadership requires a huge commitment of time, energy, and emotion. A leader must be willing to work hard and pay the price to help their people succeed, and they must truly care about those they lead.
Building the Skills to be a Better Role Model | Adastral Women in Tech Knowle...🇺🇲 🇬🇧 Kara Thurkettle
These were my slides for the Adastral Women in Tech Knowledge Series Call in September 2020. My talk covered the qualities of role models and how you can build the skills to be a better role model.
Here is the link to the video on slide 40: https://youtu.be/A1wd-7LTw50
The Ten Priorities In Business Leadership Creating Inspiring Leaders And Incr...Melissa Luongo
By: Richard Preece SVP at Franklin Templeton Investments
Key Discussion Points:
• How the program works
• What are the Ten Priorities
• What are the results
How to create inspiring leaders and incredible teams. A leadership program developed from a Character Based Education program used very successfully at Hyde School for students and parents. Experiential program utilizing workshops; sharing experiences, practicing giving and receiving feedback on the Ten Priorities of Leadership. Applies to individuals and teams at all levels of any type of organization.
The document discusses empowerment and how to create an empowered culture at an organization. It emphasizes that empowerment comes from sharing information, encouraging teamwork, and thinking outside the box. Key aspects of empowerment include communicating openly, trusting employees, focusing on goals and objectives, and recognizing both team and individual achievements. An empowered culture embraces change, continuous learning, and empowering both teams and individuals.
Dave Hancin has had two important mentors who influenced him - his stepfather who taught him integrity, generosity, patience and energy, and his former boss Charles Schustermann, a tough and successful businessman. Hancin believes effective deal making requires both sides to find a mutually beneficial outcome where both sides can win. He develops strategy by starting with the ultimate goal in mind and creating actions to achieve that goal, ensuring he has the right people and culture in place. While he has experienced some painful business losses, maintaining family, friends, and their health as most important has helped him cope and put losses in perspective.
Dave Hancin has had two important mentors who influenced him - his stepfather who taught him integrity, generosity, patience and energy, and his former boss Charles Schustermann, a tough and successful entrepreneur. Hancin believes effective deal making requires both sides to find a mutually beneficial outcome where both sides can win. He develops strategy by starting with the ultimate goal in mind and creating actions to achieve that goal, ensuring the people and culture support the strategy. While he has experienced some painful business losses, maintaining family, friends, and their health has helped him keep losses in perspective. Hancin finds the most rewarding part of his job is seeing the people at DENTSPLY happy in their work.
This document summarizes a presentation on transformational leadership. It discusses why transformational leadership is needed due to a global leadership crisis and changing business environment. It then covers topics like self-leadership, team management, conflict management, and creative leadership. For each topic, it provides frameworks and strategies for transformational leadership and discusses techniques like having a growth mindset, building high-performance teams, handling conflicts constructively, and taking a creative approach to problem-solving. The goal is to inspire leaders to achieve unexpected results through developing new competencies for a changing world.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership is demonstrated through behaviors, not just skills. The overall message is that leaders who embody these competencies through their actions can effectively lead organizations to success by aligning people and strategy.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
This document discusses important leadership qualities for developing effective teams. It lists over 30 key leadership actions and qualities, including inspiring people, developing others, sharing knowledge, communicating goals and responsibilities, working towards team achievement, accepting responsibility, problem solving, commitment, flexibility, communication skills, receiving feedback, and motivating others. Effective leaders coordinate teams, demonstrate enthusiasm, pursue excellence with integrity, and act as role models by practicing shared values.
CU NVC Boot Camp: Creating Value, Erick MuellerCU_NVC
The document provides information on developing an effective value proposition and strategies for acquiring the first 10 customers. It discusses defining the value proposition, target market and benefits. Tips are given on developing a 60-second pitch, including hooking the listener with a personal story, identifying an industry problem with statistics, treating the solution credibly and concluding with a call to action. Role-playing sales pitches is suggested to practice the techniques.
This document contains the transcript from a presentation given by Clay Staires on the topic of why some teams succeed while others fail. The presentation discusses the importance of mindset in team performance and provides the audience with an action step and resource to improve their team's mindset. Staires emphasizes that small changes can make a huge difference and encourages leaders to take action to assess and grow the mindsets within their own teams.
This document contains a collection of passages on various topics related to developing a positive culture and effective teamwork. It discusses concepts like motivational approaches, attitude, team play, mentoring, accountability, and lean leadership. Specifically, it provides definitions and perspectives on these topics, such as defining mentoring as a way to achieve learning and connection. It also includes multiple short quotes and citations related to each section.
The document discusses strategies for improving employee morale. It outlines challenges managers face like change and loss of job security. It then discusses the importance of morale, recognizing that morale reflects how people feel about their work and organization. The document provides five steps for boosting morale, including becoming an authentic manager who respects employees and tunes into their emotional needs with praise and recognition. It emphasizes treating employees well and spreading enthusiasm.
Similar to BFBM(10-2015) Transforming Teams by u tin_zankyaw (20)
The document discusses how great companies think differently than traditional businesses. It provides six principles of institutional logic that great companies follow: having a common purpose, long-term focus, emotional engagement, partnering with the public, innovation, and self-organization. Great companies view themselves as social institutions that balance financial returns with creating societal value. The principles help companies meet stakeholder needs, produce goods and services that improve lives, and remain financially viable while also considering public interests and human values in decision making.
This document discusses business ethics and social responsibility. It provides definitions of business ethics as the principles and standards that define acceptable conduct in business. Social responsibility is defined as a business's obligation to maximize its positive impact and minimize its negative impact on society. The document outlines ethical issue categories and factors that influence business ethics for individuals and organizations. It discusses the pyramid of social responsibility and responsibilities from economic to philanthropic. It also addresses ethics in the workplace and how to build ethical safeguards into a company.
This document discusses the importance of responsible business conduct (RBC) in driving global economic growth. It notes that international investment has led to significant economic changes and opportunities. However, market integrity is essential to a healthy business environment for all stakeholders. The document outlines principles of RBC including accountability, transparency, ethical behavior, and respect for human rights. It argues that governments, businesses, and civil society all have roles to play in promoting RBC through areas like policymaking, corporate social responsibility initiatives, and intergovernmental cooperation.
Lean production principles aim to maximize value and minimize waste. Key aspects of lean thinking include identifying and eliminating activities that do not create value for the customer, focusing on optimal flow throughout production processes, and creating value for customers. Companies can apply lean principles to increase productivity, reduce costs, and gain a competitive advantage in the market. Working smart rather than just working hard is important for improving productivity and involves continually developing skills, planning ahead, leveraging life skills, and setting specific, measurable, and achievable goals.
This document discusses increasing workplace productivity. It emphasizes that developing employee skills through training and professional development is a key part of improving productivity. Productivity can be increased by focusing on systems and processes, communication, time management, tools/equipment, technology, teamwork, and motivation. Having a talented, well-trained team is identified as a major factor for increasing productivity. The most strategic way to boost workplace productivity is to improve individual employee productivity through training and skill development.
၂၀၁၆ ခုႏွစ္၊ ဇြန္လ (၁၉) ရက္ေန႔ (တနဂၤေႏြေန႔) မွာ က်င္းပျပဳလုပ္ခဲ့တဲ့ Better Future Better Myanmar - 2016 (Do the job you love, love the job you do)
စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲမ်ားရဲ႕ ေျခာက္ႀကိမ္ေျမာက္ေဟာေျပာပြဲမွာ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ Do the job you love, love the job you do ေခါင္းစဥ္နဲ႔ ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။
၂၀၁၆ခုႏွစ္၊ ဇြန္လ (၄)ရက္ေန႔ (စေနေန႔)၊မူဆယ္ျမိဳ႕၊ မဂၤလာမူဆယ္ လမ္းေလ်ာက္ေစ်းမွာ မွာ မနက္ (၉) နာရီ မွ ေန႔လည္ (၁း၀၀) နာရီအထိ “Don’t find your job, find your career” ခါင္းစဥ္ျဖင့္ Device Business Management Academy ရဲ႕ Principal ဦးတင္ဇံေက်ာ္ မွ ေဟာေျပာေဆြးေႏြးခဲ့တဲ႔ Power Point Slide ျဖစ္ပါတယ္။
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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2. Develop Yourself and Your Team
TRANSFORM YOUR RESULTS!
Transforming TEAMS
Presented By
Tin Zan Kyaw
Pincipal
Device Business Management Academy
tzk.device@gmail.com
3. 29th August, 2015
Hotel Mandalay
Transforming TEAMS
THE SAME OLD
THINKING
THE SAME OLD
RESULTS
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Transforming TEAMS
YOU DON’T
BUILD A BUSINESS
YOU BUILD PEOPLE
AND THEN PEOPLE
BUILD THE BUSINESS.
ZIG ZIGLAR
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Transforming TEAMS
Coming together is a beginning
Keeping together is progress.
Working together is success.
- Henry Ford
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Transforming TEAMS
If everyone is moving FORWARD
together, then success TAKES CARE
of itself.
- Henry Ford
8. Love is the only
force capable of
transforming an
enemy into
friend.
Martin Luther King, Jr.
Transforming TEAMS29th August, 2015
Hotel Mandalay
9. 29th August, 2015
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Transforming TEAMSTransforming TEAMS
3 A’s
cceptance
pproval
ppreciate
A
A
A
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Transforming TEAMS
- Dejan Stojanovic
You mark and
celebrate errors,
transforming
failures into
successes.
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Transforming TEAMS
WORKING Together Doesn’t Only Bring Out
the Best in all of us; It Brings out the Best in
each of us…
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Transforming TEAMS
Individually, we are one drop.
Together, we are an ocean.
- Ryunosuke Satoro
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Transforming TEAMS
Team Building Requires Individual
Commitment.
- Jeffrey Benjamin
15. Contents
Introduction
PART ONE
oBe Yourself
oKnow your Strengths
oKnow your Vision
oKnow Your Impact
PART TWO
oKnow Your Team
oBuild the Trust
oCreate a Shared
Vision
oManage Conflict
PART THREE
o Plan for Success
o Set All Targets
o Create a Performance
Culture
o Celebrate Success
Transforming TEAMS29th August, 2015
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16. How to Build a great team where:
Everyone was motivated
Everyone was succeeding
Everyone was using their strengths
Everyone was developing
29th August, 2015
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Transforming TEAMS
17. How to Build a great team where:
Everyone was achieving
Everyone talked about how great it was to be in this
team
People wanted to come and join your team
People talked about how great a leader you were years
afterwards
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Transforming TEAMS
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Transforming TEAMS
Your biggest challenge will be
building a great team.
- John Doerr
19. My aim is to help every leader to achieve
this with my guide – the art and science
to transforming a team.
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Transforming TEAMS
20. ‘Great leaders are trained – not born’
- Dr Paul Hersey
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Transforming TEAMS
22. ‘Your time is limited so don’t
waste it living someone else’s…
have the courage to follow your
own heart and intuition.’
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Transforming TEAMS
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Be The Best Leader You Can Be
Culture When and where are you a great leader?
What environments is presents?
What culture is present?
Behaviour What do you do when you are leading at your best?
What behaviours are present?
Strengths What strengths are presents?
How do you use those strengths?
Beliefs What do you believe to be true about you?
What do you believe about others?
What could stop you being a great leader?
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Transforming TEAMS
Be The Best Leader You Can Be
Vision What is your vision of success as a leader?
Core
Purpose
What is your purpose as a leader?
What is your legacy?
Values What is important to you as a leader?
What values and principles are you operating by?
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Transforming TEAMS
0-7 years –
when many of our deepest core values are imbedded.
Venture out into the world to school and meet people
from outside our family.
What did you learn?
7-14 years –
Learn about ourselves in our social groups
What we are good at and what we are not so good at.
KEY IMPRINTING
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Transforming TEAMS
14-21 years –
oMuch clearer about our strengths and weaknesses
oVery strong friendships
oOur academic abilities are confirmed
oFind our how well-equipped we are to survive in the
outside world alone.
oBy 21 we are ready – Our Values, Beliefs and Behaviours
are Embedded.
0 7 14 21 age now
28. Take Responsibility – it is up to you to use your time
powerfully.
Control and Influence
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Transforming TEAMS
29. 29th August, 2015
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Transforming TEAMS
There is always an answer to a problem at some level.
Successful people never give up and they know that if
they look hard enough they will find a solution.
1
2
3
1. Influence and Control
2. Influence – No Control
3. No Influence – No Control
30. To clear yourself of any unproductive emotional
responses
Great leaders always act with integrity
BUILD YOUR EMOTIONAL INTELLIGENCE –
EMOTIONAL FREEDOM
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Transforming TEAMS
31. If you are feeling extreme emotions then
you will need professional help.
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STAFF AND MANAGERS
oPhysical - health and vigor
oMental - understand, learn, and adapt
oMoral - energy, firmness, and accountability
38. Know Your Vision
Legacy
Vision
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Transforming TEAMS
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Transforming TEAMS
Personal – Key Relationships
Partner
Husband/Wife Children
Sons/Daughters
Brothers
/Sisters
Parents
Friends
Key people in your life – not just your career.
Let’s start with your family and friends, the people who are really
important to you. Who are they?
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Leadership – Key Relationships
Whole/
Wider Team?
Peer
My Leader
Now do the same for your leadership role. List all the key people
that you need to influence.
Business
Partners
Direct
Reports
41. KNOW YOUR IMPACT
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Transforming TEAMS
know your age,
your education,
your salary,
your expertise
42. YOUR PERSONAL IMPACT
What did you think?
What would you want to change?
What did you like?
What do you want to keep?
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Transforming TEAMS
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Transforming TEAMS
Your country needs to focus on three groups,
1. the young people, invest in them and give them
opportunities, education is way of do it.
2. The second is women. Women are very important to
your economy, and ready to also participate.
3. The third is 'Netizen'. We call them 'Netizen' because
they are very much into the Internet. Many people in
Myanmar are comfortable with the Internet.
45. GET TO KNOW THEM
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Transforming TEAMS
46. GET TO KNOW THEM
Building A Winning Team
A Team That Works Well Together and Achieves
The Greatest of Results
Better Than any other Team In Your Organisation
Better Than Your Competitors
29th August, 2015
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Transforming TEAMS
47. Great Teams:
Know one another
Know their leader
Understand their similarities
Accept their differences
Know their combined strengths
Support each other
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Transforming TEAMS
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Transforming TEAMS
Have a shared vision, values and purpose
Have robust and courageous
conversations
Share issues and challenges together
Have strong, successful stakeholder
relationships
Focus on success
And have fun
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Transforming TEAMS
Where are you?
Stage 1
New team
Any tension?
Polite and nice?
Quiet?
Surface level discussions?
People do not know one
another?
Optimism?
Stage 2
Difficulties and concerns being
raised?
Frustrations visible?
Relationship problems?
Silos – focus on own results?
Arguments?
Targets not achieved?
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Transforming TEAMS
Where are you?
Stage 3
Debate starting?
Constructive challenge?
Getting to know one another?
Trust building?
Relationships building?
Successful results starting?
Support being offered?
Stage 4
Taking personal accountability?
Holding one another accountable?
Having great courageous
conversations?
Supporting one another?
Successful results?
Great leadership?
51. GET TO KNOW YOUR TEAM
29th August, 2015
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Transforming TEAMS
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1. One-to-ones – take to next stage
2. Regular team meetings
3. Understand the differences
4. Share career timelines
5. Establish current reality
6. Ask the right questions
7. Gain commitment
GET TO KNOW YOUR TEAM
54. So if they can do it – so can you.
Trust will build if the team are:
o Open and honest
o Brave and courageous – say what needs to be said
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o Consistent with their behaviour.
o Interested in others
o Open about their strengths and weaknesses .
o Prepared to take responsibility.
56. CREATE A SHARED VISION AND VALUES
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Transforming TEAMS
57. The Leader – SHARE YOUR VISION
The first step to creating a shared vision with your
team is for you to share your vision of success.
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Teams that have enduring success know their:
Purpose
Vision of success
Values and operating principles
Beliefs that drive success
Behaviours that ensure success
Environment and culture that will create success
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Core Purpose – is the reason this team is in
existence.
Values – Be clear on your team’s core
values, how you will operate, lead, motivate
and inspire everyone you need to influence.
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PAST
DELETE
PAST
DISTORT
CLEAN YOUR PLATES
FACT FICTION
(your story)
GENERALISE
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Transforming TEAMS
Team Discussion
What is the outcome we want?
Who do we need to influence?
What will be our evidence of success?
What resources do we have to help us?
What actions do we need to take?
How could we stop our own success?
What will we do differently?
What is our first step to resolving this?
65. PLAN FOR SUCCESS
‘Failure to plan is planning to fail’ and it is so true isn’t it?
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Transforming TEAMS
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Transforming TEAMS
KNOWING YOURSELF
By understanding and knowing exactly who you
are, what motivates and drives you, what your
purpose and vision is.
By exploring your personality traits, how you work
at your best with your top strengths, what your
gaps are and what you can do to develop them, you
will be a much better leader and able to transform
your team to achieve great results.
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Transforming TEAMS
KNOWING YOUR TEAM
By working together with your team and creating a
shared vision, common values and principles and
tapping into your strengths, you will be working
together building trust, loyalty, respect, commitment
and accountability.
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Transforming TEAMS
KNOW YOUR OUTCOME
Know exactly what you want to achieve and
know what your evidence is of success.
Build strong relationships with your team,
your whole organisation and your key
stakeholders and your clients/customers –
build rapport.
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Transforming TEAMS
Step 1 - KNOW YOUR OUTCOME
1 OUTCOME
What do you want to achieve?
2 EVIDENCE OF SUCCESS
What will you see, hear, feel?
What will you be doing when you are being successful?
3 TAKING ACTION
What are the top 10 things you must do now?
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4 RESOURCES/STRENGTHS
What strengths does the team have to be successful?
5 SPECIFICS
Who do you need to influence? What are the milestones
to success?
6 CHECK IN
What will you gain if you succeed? What will you lose?
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Step 2 - BUILD YOUR RELATIONSHIP
Know exactly what you have to achieve by
the year end.
Get very clear
Get so clear that you can visualize it in detail
You will be inspiring and motivating
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You need to influence to achieve these
objectives and use the relationship benchmark
tool as below:
You team should get clear on their stakeholders
Achieve your targets
Achieve your results
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Manager Stakeholder
Direct Reports Peer Group
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There are three core areas to think about when you
bring your team together:
1. What are our targets for our customers?
2. What are our targets for our shareholders?
3. What are our targets for our employees?
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CREATE THE FUTURE SUCCESS
Take each of the areas as before and get
clear on the crucial measures
success for each core area: Customer,
Stakeholder and Employee.
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Ensuring staff/employees are involved early is proven to be an
important step to success.
How motivated are you?
How supported are you?
How empowered are you?
How well do you know and understand the vision and values
of your leadership team?
How well do you understand your role and your responsibility
to the success of the team?
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So please take the time to be a great leader:
A leader who is continually open to develop
A leader who develops their teams
A leader who celebrates success with their teams
A leader who is focused on achieving the financial targets and
their leadership goals
Be the leader that makes a positive difference to their people
Be the leader who inspires them and who they will always
remember and aspire to be like
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See You Goal
Understand The Obstacles
Create A Positive Mental Picture
Clear Your Mind Of Sell Doubt
Embrace The Challenge
Stay On Track
Show The World You Can Do It