Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Presentation slides from John Bull on results based accountability. Presentation was delivered at the 2015 Sport and Recreation Alliance Leadership Convention
Brief conceptual highlighting, Key leadership skills, Major leadership competencies, Function and Importance of Leadership, Delivery of results and ten lessons
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Presentation slides from John Bull on results based accountability. Presentation was delivered at the 2015 Sport and Recreation Alliance Leadership Convention
Brief conceptual highlighting, Key leadership skills, Major leadership competencies, Function and Importance of Leadership, Delivery of results and ten lessons
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
PR Congress 2011 | Plenary 3 - To Buy is to Trustprcongress2011
The last session for Day 01 of the 18th National PR Congress last 22 to 23 September 2011 presented strategies and programs in which brands are able to gain the trust and confidence of their target markets.
Businesses have long realized the role of trust in building their brands – whether at the larger level of corporate brand-building or zooming into efforts to increase brand equity for products and services. Earning trust however has become more difficult for brands given the changing landscape in which brand-builders and target audiences are in.
Topic Presenter and Moderator:
Ms Susan Dimacali, President, DIMSU Consulting
Topic Discussants:
Ms. Linda Atayde
Executive Director
SM Foundation
Ms. Sharina Domingo
Chief Communications Officer
Filminera Resources
Mr. Paul Richards
President & General Manager
Mead Johnson Nutrition (Philippines), Inc.
J.J. Jones - Consumer Insights on Trust-Building TransparencyJohn Blue
Consumer Insights on Trust-Building Transparency - J.J. Jones, Center for Food Integrity, from the 2016 Iowa Pork Congress, January 27-28, Des Moines, IA, USA.
More presentations at http://www.swinecast.com/2016-iowa-pork-congress
We know that healthy, respectful, and trusting teacher-student relationships nearly double the rate at which a student can learn. While not measured in the same fashion, building rapport and trust among adults has been proven to garner powerful results in businesses and schools/systems alike, and is an essential component in creating a culture of achievement. Using the latest research, this session will identify ways to propel your school, district, or organization towards success by improving your trust and communication skills with your colleagues, direct reports, and supervisors.
Is Your Brand Trusted Enough To Sell Itself? - Building Brand Trust/The Enver...Envero Ltd
This presentation allows you to understand how to increase your levels of Brand Trust.
We have identified that Honesty not Quality is the key driver of your Brand Trust levels and this will determine how much consumer advocacy your brand will enjoy. How can we make this claim?
The Envero Brand Trust Index measures over 2500 international brands, across 17 markets, 14 categories and surveying 30,000 consumers, including both the opinions of people who consume your brands and those who don’t but still hold an opinion about you.
We can help you to understand how you can significantly improve your levels of Brand Trust.
Increasing conversion and loyalty by enhancing and improving sign-up forms by combining best practices and ideas from the work of Marcin Treder, Luke Wroblewski, Caroline Jarrett, Dr. BJ Fogg, and Aarron Walter.
How much does one story point cost? Is Sprint 0 an expense or an asset? Can you run Scrum with a fixed-cost contract? Agile challenges the existing approach to financial aspects of running projects: i.e. budgeting, forecasting, financial planning and vendor contracts.
Applying new financial models becomes increasingly important for larger organizations adopting Agile. While they are going through an Agile transformation, they also need to maintain transparent financial governance and reporting. Shareholders would not be too excited about messy Annual Financial Statements.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
The State of Employee Engagement in 2015 #Futureof #EmployeeEngagementHppy
Globally, employee engagement is declining, after hitting an all time low in 2014, with only 65,9% of employees engaged, according to Quantum Workplace.
Gallup U.S Daily estimates U.S. employee engagement at 32.1% for November 2015, with a current year-to-date average of 31.9%, despite the improving economy. The UK is also experiencing a worrying decline in employee engagement. According to Office for National Statistics figures, in 2015 UK workforces are 31% less productive than those of the US and 17% less productive than the rest of the G7 countries.
Today’s businesses face unprecedented challenges in engaging and retaining employees. This year’s employee engagement state is proof that we’re still a long way from answering the needs of a large portion of the workforce.
How can companies tackle this engagement crisis?
View other stats on employee engagement, identify key engagement drivers and other business solutions to this engagement crisis in our State of Employee Engagement in 2015 report here.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
Ten tips for best practices in managing virtual work teams using the web. Good team management is tested by having employees in remote or distant locations. Success depends on a little creative thought when adding exciting new tools that will assist you with your good old-fashioned management skills. Choose tools that are gaining traction and your virtual team management life will not only be productive, but it can be a lot of fun.
2. Introduc3on
• Trainees:
A
car/truck
company’s
product
team
• Focus
Areas:
Interdependency
and
trust
building
• Expected
Outcomes:
Collabora?on
Common
vision
and
goals
hBp://www.flickr.com/photos/dalee/908535267/
3. Program
Objec3ves
• Increase
bonding
and
interac?on
between
team
members
for
beBer
performance
at
workplace
• Build
close
rapport
and
trust
amongst
colleagues
and
create
a
founda?on
for
cross
func?onal
interdependence
• Realize
the
importance
of
stepping
out
of
comfort
zones
for
individual
and
organiza?onal
goals
• Create
a
collabora?ve
mindset
and
a
sense
of
belongingness
amongst
the
par?cipants
by
understanding
the
need
for
collabora?on
and
interdependence
hBp://www.flickr.com/photos/jdhancock/3848170278/
4. Our
Approach
In
order
to
influence
the
behavior
of
an
individual
we
Embedded
in
need
to
challenge
their
beliefs.
Human
Mind
Our
outbound
methodology:
• Helps
par?cipants
explore
their
behavioral
paBerns
and
reac?ons
to
various
situa?ons
• Assesses
the
conduciveness
of
their
iden?fied
behavioral
aBributes
or
traits
in
a
given
situa?on
• Provides
opportuni?es
to
iden?fy
and
challenge
the
beliefs
guiding
their
behavior
5. Program
Structure
The
par?cipants
will
be
placed
out
of
their
comfort
zones
and
they
will
accomplish
the
Our
skilled
and
experienced
trainers
facilitate
par3cipants’
course
objec?ves
by
doing
and
learning
in
a
physically,
intellectually
and
emo3onally
safe
reviewing
their
experiences. environment
for
the
par3cipants
to:
The
Program
uses
an
adventure-‐oriented
“learning
by
doing”
approach
through
• Be
fully
immersed
in
the
ac3vi3es
the
use
of
interac?ve
&
Experien?al
Methodologies
like
Adventure
Based
Learning,
• Understand
self
and
others
Ac?vi?es,
Games
&
Simula?ons
. • Try
out
and
explore
new
roles
and
behavior
• Share
and
discuss
the
experience
• Transfer
the
experience
to
the
workplace
• Create
an
agenda
for
future
ac3on
6. Our
Approach
WIN
WIN
MODE
BUILDING
&
ESSENTIAL
ELEMENTS
EXPERIENCING
TEAM
FUNCTIONING MAINTAINING
TRUST OF
CROSS
FUNCTIONAL
SYNERGY
INTERDEPENDENCE
Associa?on
of
overall
Ini?a?ng,
building
&
Importance
of
Concern
for
team
goals
success
with
co-‐opera?on
maintaining
trust
within
&
Communica?on
for
collec?ve
&
communica?on across
teams goal
achievement Interdependence
&
Collabora?on
Achieving
Win-‐Win
Taking
responsibility
for
Interpersonal
sensi?vity
situa?ons each
other Working
in
High
Individual
Contribu?on
for
Performing
Teams
Gaining
an
organiza?onal
Enhanced
output
as
a
group
perspec?ve
7. Results
&
Feedback
It
was
a
well
managed
training
programme.
Every
game
&
ac?vity
“It
was
a
great
experience
had
it’s
own
importance;
every
through
the
different
types
of
program
was
related
with
spirit
&
games.
Also
involvement
of
teamwork.
people
was
very
useful.”
Sa3sfac3on
Ra3ng
8. Step
Advantage
Focused
on
behavioral
development
in
groups
and
individuals
Specialize
in
customized
experience
to
suit
organiza?onal
challenges
Diverse
team
of
HR
specialists,
Process
Facilitators,
OD
specialists,
psychologists,
game
designers
&
adventure
enthusiasts
Interven?ons
across
all
levels
of
the
management
(workers-‐execu?ves-‐management-‐top
team)
and
across
the
en?re
organiza?on
In-‐house
capability
to
provide
end-‐to-‐end
solu?ons
for
outbound
development
interven?ons
across
the
country
Interna?onal
standard
safety
measures
Ongoing
research
in
experien?al
games
&
ac?vi?es
and
their
customiza?on
to
enable
stronger
learnings
(validated
by
professors
in
the
OB
area)