Villanova leadership-102018
•
0 likes•164 views
Sean Curtis graduated from Villanova University in 1998 and has since worked in leadership roles at several technology companies focusing on digital media and streaming. He discusses the importance of never stopping learning, inventing and simplifying processes, raising the bar, serving customers, delivering through ambiguity, earning trust, thinking like an owner, and finding work-life balance. Curtis shares lessons learned from leading teams and encourages the audience to find fulfilling careers and maintain professional networks.
Report
Share
Report
Share
Download to read offline
Recommended
What leaders really do
John P. Kotter discusses the differences between leadership and management. Management involves planning, budgeting, organizing staff and controlling problems. Leadership involves coping with change, setting direction, aligning people and motivating them. Successful organizations actively seek people with leadership potential and expose them to experiences to develop that potential. Leadership is important for organizations to cope with changes like new technologies, deregulated markets, and shifting demographics. Leaders prepare organizations for change and help them through difficulties.
The National Standard on HR Risk Management
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
Competency model
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
Recruiting & Retaining Top Talent
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Leadership Innovation - Huawei Rotating CEO System
Huawei being one of the leading tech company all around the globe maintains an interesting rotating CEO System.
High Potential Talent: One Firm's Approach to HIPO Development
Developing high-potential employees, or HIPOs, is a strategic priority to build leadership bench strength and enable career progression. A HIPO is defined as an employee with strong potential and ability to succeed in more senior roles. HIPOs can realize their potential through challenging assignments, feedback, and experiential learning programs. The presentation discusses developing both senior and junior HIPOs through various external programs and a potential customized internal program. It also covers assessing HIPO candidates and planning HIPO development initiatives.
RELATIONSHIP BETWEEN TOTAL REWARD AND EMPLOYEE PERFORMANCE
This paper examines the relationship between total rewards and employee performance in organizations in Kenya. The author conducted a literature review on concepts of reward, total rewards, motivation, and measures of employee performance. Based on previous studies cited, the findings indicate a strong positive correlation between total rewards and employee performance, where total rewards encompass both extrinsic and intrinsic rewards. The author recommends that organizations develop reward strategies and systems that cater to diverse employee motivations and emphasize both monetary and non-monetary rewards to improve performance.
Training and Development
This document provides an overview of employee training and development. It discusses the importance of training employees to improve job performance and how training aims to impart new skills and knowledge. Employee development focuses more on personal growth and preparing employees for future roles. Different training methods are outlined, including on-the-job training, vestibule training, simulations, and role playing. The document also discusses determining training needs, implementing training programs, and evaluating training effectiveness using the ADDIE model of analysis, design, development, implementation, and evaluation.
Recommended
What leaders really do
John P. Kotter discusses the differences between leadership and management. Management involves planning, budgeting, organizing staff and controlling problems. Leadership involves coping with change, setting direction, aligning people and motivating them. Successful organizations actively seek people with leadership potential and expose them to experiences to develop that potential. Leadership is important for organizations to cope with changes like new technologies, deregulated markets, and shifting demographics. Leaders prepare organizations for change and help them through difficulties.
The National Standard on HR Risk Management
The document discusses the importance of HR risk management. It notes that human capital is the top concern for CEOs and that skills shortages pose major risks to businesses. Only a small percentage of companies feel they use HR optimally or that employees understand business strategy. The document then outlines objectives of HR risk management and the key steps in the HR risk management process. It provides examples of common HR risks in Africa and discusses the need for HR practices to be systematically integrated across organizations.
Competency model
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
Recruiting & Retaining Top Talent
This presentation gives you a better understanding of what top talent value, and how to use this information to attract and keep them at your organization. Topics covered include:
- How to determine if candidate is a cultural fit
- Hiring to your top competencies and company core values
- The difference between coaching and mentoring when developing your top talent
- Importance of listening and providing feedback to your top talent
- Best practices for rewarding and recognizing your top talent
Leadership Innovation - Huawei Rotating CEO System
Huawei being one of the leading tech company all around the globe maintains an interesting rotating CEO System.
High Potential Talent: One Firm's Approach to HIPO Development
Developing high-potential employees, or HIPOs, is a strategic priority to build leadership bench strength and enable career progression. A HIPO is defined as an employee with strong potential and ability to succeed in more senior roles. HIPOs can realize their potential through challenging assignments, feedback, and experiential learning programs. The presentation discusses developing both senior and junior HIPOs through various external programs and a potential customized internal program. It also covers assessing HIPO candidates and planning HIPO development initiatives.
RELATIONSHIP BETWEEN TOTAL REWARD AND EMPLOYEE PERFORMANCE
This paper examines the relationship between total rewards and employee performance in organizations in Kenya. The author conducted a literature review on concepts of reward, total rewards, motivation, and measures of employee performance. Based on previous studies cited, the findings indicate a strong positive correlation between total rewards and employee performance, where total rewards encompass both extrinsic and intrinsic rewards. The author recommends that organizations develop reward strategies and systems that cater to diverse employee motivations and emphasize both monetary and non-monetary rewards to improve performance.
Training and Development
This document provides an overview of employee training and development. It discusses the importance of training employees to improve job performance and how training aims to impart new skills and knowledge. Employee development focuses more on personal growth and preparing employees for future roles. Different training methods are outlined, including on-the-job training, vestibule training, simulations, and role playing. The document also discusses determining training needs, implementing training programs, and evaluating training effectiveness using the ADDIE model of analysis, design, development, implementation, and evaluation.
Sun tzu and the business competition
This document discusses how principles from Sun Tzu's classic work "The Art of War" can be applied to business competition. It outlines several principles from the book, including avoiding a competitor's strengths and attacking their weaknesses, using deception and intelligence to understand opponents, moving quickly to overcome competitors, and developing strong leadership to maximize employee potential. The document suggests that understanding and applying Sun Tzu's strategic principles can help businesses capture market share without destroying competitors or engaging in prolonged battles.
Restaurant shift supervisor performance appraisal
This document provides information and resources for evaluating the performance of a restaurant shift supervisor, including:
1. A sample job performance evaluation form with rating scales for evaluating various performance factors such as administration, communication, teamwork, and customer service.
2. Links to free ebooks and resources on performance appraisal phrases, forms, key performance indicators, and tips for writing self-appraisals.
3. Sections providing examples of positive and negative performance review phrases for evaluating a shift supervisor's attitude, creativity, decision-making, interpersonal skills, problem-solving abilities, and teamwork.
4. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident
High-Impact HR: Building a Business-Driven HR Organization
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Supportive leadership
Supportive leadership behaviors include being friendly, encouraging, and considerate towards followers. This satisfies followers' psychological needs and helps keep them engaged. Supportive leadership is most effective in situations where followers have low confidence, the work is stressful or dissatisfying, or the group is new. It can increase follower satisfaction, commitment, and performance while decreasing stress and turnover. However, supportive behaviors may be less impactful for large or opinionated groups, or those doing highly skilled work. The effectiveness also depends on situational factors and the characteristics of the followers and tasks.
Employee Motivation and Engagement
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
Hrm(training and development)report
The document discusses training needs analysis and effective training programs. It emphasizes that a training needs analysis should identify who needs training, what type of training is needed, and how the training will be supported and aligned with organizational objectives. An effective training program includes relevant content, active demonstrations, opportunities for practice and feedback, and ensures the post-training environment supports applying the new skills. The organizational culture, systems and leadership commitment also impact the success of training initiatives.
The business case for talent management
Talent management provides benefits for businesses such as reducing the time, money, and hassle of employee performance and salary reviews. It encompasses reviews, coaching, succession planning, and record keeping. Companies that implement talent management strategies can boost their business and bottom line as it leads to higher employee engagement and retention of top performers.
Kaleidoscope Careers PPTs
This document discusses "kaleidoscope careers" as an alternative career model for women that allows for flexibility and balance between work and personal life. It notes that while women are advancing in the workplace, many opt out of corporate careers to focus on family responsibilities. The kaleidoscope career model recognizes that women shift priorities between authenticity, balance, and challenge at different career stages and life phases. This model better reflects how women rotate different aspects of their lives and roles to meet the needs of their families and themselves over time.
Best practices in talent management strategy
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Siemens Hr Strategy
Siemens is a 160-year-old German company with top competitors including ABB, GE, and Schneider Electronics. While originally focusing on electrical products, Siemens has diversified into new markets globally. Strategic goals include delivering quality products and services to customers, expanding offerings into different countries, and maintaining a strong brand image through organizational streamlining. Key workforce competencies are an ability to continuously learn, adapt to different cultures through teamwork, and participate in training. HR policies follow a strategic process to translate business strategy into practices supporting goals like shareholder value, expanding offerings globally, and maintaining high quality and selection through innovation, learning, and diversity.
Talent management
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Talent management
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
Profiling and talent management
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
Competency based recruitment
Recruitment involves attracting candidates and selecting the right person for the job. The recruitment process includes posting vacancies, screening resumes, conducting interviews, and making a hiring decision. Hiring the wrong person can be costly and harm productivity. Competency-based recruitment focuses on identifying candidates with behaviors that predict successful job performance. It involves defining the key competencies for a role and assessing candidates based on behavioral examples that demonstrate their competencies. Competency-based interviews are more structured and job-focused than conventional interviews, relying on questions about past experiences to predict future performance.
Workshop on Training Needs Analysis
The document discusses conducting a workshop on training needs analysis (TNA). The workshop aims to help participants understand the importance and process of TNA for assessing training needs within an organization. The workshop objectives are to understand the purpose and dynamics of TNA, its relevance in managing an organization's human resources, and how to design and conduct effective TNA exercises. The workshop also covers assessing the results and implementation of TNA recommendations.
Total talent management is key for HR leadership
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
Volume Hiring
The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500+ positions annually and identifies two types - homogeneous roles that are similar and heterogeneous roles that vary. It notes that volume hiring requires establishing clear goals, using a team-based approach with specialized roles, automating processes, and structuring communications with hiring managers.
The Talent Management Handbook: Chapter 15
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
Communication & supervisory process
This document discusses effective communication techniques for supervisors. It defines communication and describes its essential elements like conveying understanding and seeking feedback. It outlines different types of communication including verbal, non-verbal, formal and informal. It also lists various methods of communication used in organizations like meetings, memos, newsletters and email. Finally, it emphasizes that communication is key to linking the different supervisory functions of planning, organizing, staffing, directing and controlling in order to achieve work objectives.
Strategic HRM, Performance Advising, Job Analysis and Evaluation
Best practice Strategic Human Resources Management, Strategic Performance Advising, Job Analysis and Job Evaluation principles and processes
Succeeding with the Messy Work of Change
This document discusses strategies for managing organizational change. It begins by noting that change is constant and outlines both the speed of modern change and common processes for change including defining problems, research, leadership, training, accepting imperfection, and learning from mistakes. It then provides specific recommendations and examples for each step of the change process with a focus on the importance of leadership, stakeholder engagement, developing a shared vision, and celebrating successes. The overall message is that successful transformation requires acknowledging the need for change, adapting to new ways of working, and agreeing that change is an ongoing process.
Succeeding with the Messy Work of Change
Presented by Lisa Trager, Omnichannel Content Strategist
Bringing about change in any organization can be complicated. It often comes down to our ability to manage change effectively. Digital transformation impacts every level of the organization attempting to change. Transforming the way an organization produces content requires us to clearly communicate the benefits of the new direction to those who will be most impacted. In order to be successful, we must make a conscious effort to engage, entrust, and assist everyone we expect to change.
Learn why:
*workers love new challenges (and are your best allies)
*silos get in the way of change (and how to break down those
barriers)
*successful changes follow a formal change management process
(and what that process should include)
Don’t miss our upcoming event, Information Development World: Creating Machine-Ready Content to be held on November 28-30, 2017.
http://www.informationdevelopmentworld.com
More Related Content
What's hot
Sun tzu and the business competition
This document discusses how principles from Sun Tzu's classic work "The Art of War" can be applied to business competition. It outlines several principles from the book, including avoiding a competitor's strengths and attacking their weaknesses, using deception and intelligence to understand opponents, moving quickly to overcome competitors, and developing strong leadership to maximize employee potential. The document suggests that understanding and applying Sun Tzu's strategic principles can help businesses capture market share without destroying competitors or engaging in prolonged battles.
Restaurant shift supervisor performance appraisal
This document provides information and resources for evaluating the performance of a restaurant shift supervisor, including:
1. A sample job performance evaluation form with rating scales for evaluating various performance factors such as administration, communication, teamwork, and customer service.
2. Links to free ebooks and resources on performance appraisal phrases, forms, key performance indicators, and tips for writing self-appraisals.
3. Sections providing examples of positive and negative performance review phrases for evaluating a shift supervisor's attitude, creativity, decision-making, interpersonal skills, problem-solving abilities, and teamwork.
4. An overview of the top 12 methods for performance appraisal, including management by objectives, critical incident
High-Impact HR: Building a Business-Driven HR Organization
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Supportive leadership
Supportive leadership behaviors include being friendly, encouraging, and considerate towards followers. This satisfies followers' psychological needs and helps keep them engaged. Supportive leadership is most effective in situations where followers have low confidence, the work is stressful or dissatisfying, or the group is new. It can increase follower satisfaction, commitment, and performance while decreasing stress and turnover. However, supportive behaviors may be less impactful for large or opinionated groups, or those doing highly skilled work. The effectiveness also depends on situational factors and the characteristics of the followers and tasks.
Employee Motivation and Engagement
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
Hrm(training and development)report
The document discusses training needs analysis and effective training programs. It emphasizes that a training needs analysis should identify who needs training, what type of training is needed, and how the training will be supported and aligned with organizational objectives. An effective training program includes relevant content, active demonstrations, opportunities for practice and feedback, and ensures the post-training environment supports applying the new skills. The organizational culture, systems and leadership commitment also impact the success of training initiatives.
The business case for talent management
Talent management provides benefits for businesses such as reducing the time, money, and hassle of employee performance and salary reviews. It encompasses reviews, coaching, succession planning, and record keeping. Companies that implement talent management strategies can boost their business and bottom line as it leads to higher employee engagement and retention of top performers.
Kaleidoscope Careers PPTs
This document discusses "kaleidoscope careers" as an alternative career model for women that allows for flexibility and balance between work and personal life. It notes that while women are advancing in the workplace, many opt out of corporate careers to focus on family responsibilities. The kaleidoscope career model recognizes that women shift priorities between authenticity, balance, and challenge at different career stages and life phases. This model better reflects how women rotate different aspects of their lives and roles to meet the needs of their families and themselves over time.
Best practices in talent management strategy
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Siemens Hr Strategy
Siemens is a 160-year-old German company with top competitors including ABB, GE, and Schneider Electronics. While originally focusing on electrical products, Siemens has diversified into new markets globally. Strategic goals include delivering quality products and services to customers, expanding offerings into different countries, and maintaining a strong brand image through organizational streamlining. Key workforce competencies are an ability to continuously learn, adapt to different cultures through teamwork, and participate in training. HR policies follow a strategic process to translate business strategy into practices supporting goals like shareholder value, expanding offerings globally, and maintaining high quality and selection through innovation, learning, and diversity.
Talent management
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
Talent management
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
Profiling and talent management
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
Competency based recruitment
Recruitment involves attracting candidates and selecting the right person for the job. The recruitment process includes posting vacancies, screening resumes, conducting interviews, and making a hiring decision. Hiring the wrong person can be costly and harm productivity. Competency-based recruitment focuses on identifying candidates with behaviors that predict successful job performance. It involves defining the key competencies for a role and assessing candidates based on behavioral examples that demonstrate their competencies. Competency-based interviews are more structured and job-focused than conventional interviews, relying on questions about past experiences to predict future performance.
Workshop on Training Needs Analysis
The document discusses conducting a workshop on training needs analysis (TNA). The workshop aims to help participants understand the importance and process of TNA for assessing training needs within an organization. The workshop objectives are to understand the purpose and dynamics of TNA, its relevance in managing an organization's human resources, and how to design and conduct effective TNA exercises. The workshop also covers assessing the results and implementation of TNA recommendations.
Total talent management is key for HR leadership
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
Volume Hiring
The document discusses strategies for managing high-volume hiring. It defines volume hiring as filling 500+ positions annually and identifies two types - homogeneous roles that are similar and heterogeneous roles that vary. It notes that volume hiring requires establishing clear goals, using a team-based approach with specialized roles, automating processes, and structuring communications with hiring managers.
The Talent Management Handbook: Chapter 15
This document discusses the need for a new model of career development that encompasses all employees, not just high potentials. It argues that career development must be flexible, self-powered by employees, and not dependent on traditional succession planning. A key part of the new model is career growth plans that help all employees take responsibility for their own development and align their goals with the organization's strategy. This shifts the focus from the organization developing employees to employees developing themselves with manager and peer support.
Communication & supervisory process
This document discusses effective communication techniques for supervisors. It defines communication and describes its essential elements like conveying understanding and seeking feedback. It outlines different types of communication including verbal, non-verbal, formal and informal. It also lists various methods of communication used in organizations like meetings, memos, newsletters and email. Finally, it emphasizes that communication is key to linking the different supervisory functions of planning, organizing, staffing, directing and controlling in order to achieve work objectives.
Strategic HRM, Performance Advising, Job Analysis and Evaluation
Best practice Strategic Human Resources Management, Strategic Performance Advising, Job Analysis and Job Evaluation principles and processes
What's hot (20)
High-Impact HR: Building a Business-Driven HR Organization
High-Impact HR: Building a Business-Driven HR Organization
Strategic HRM, Performance Advising, Job Analysis and Evaluation
Strategic HRM, Performance Advising, Job Analysis and Evaluation
Similar to Villanova leadership-102018
Succeeding with the Messy Work of Change
This document discusses strategies for managing organizational change. It begins by noting that change is constant and outlines both the speed of modern change and common processes for change including defining problems, research, leadership, training, accepting imperfection, and learning from mistakes. It then provides specific recommendations and examples for each step of the change process with a focus on the importance of leadership, stakeholder engagement, developing a shared vision, and celebrating successes. The overall message is that successful transformation requires acknowledging the need for change, adapting to new ways of working, and agreeing that change is an ongoing process.
Succeeding with the Messy Work of Change
Presented by Lisa Trager, Omnichannel Content Strategist
Bringing about change in any organization can be complicated. It often comes down to our ability to manage change effectively. Digital transformation impacts every level of the organization attempting to change. Transforming the way an organization produces content requires us to clearly communicate the benefits of the new direction to those who will be most impacted. In order to be successful, we must make a conscious effort to engage, entrust, and assist everyone we expect to change.
Learn why:
*workers love new challenges (and are your best allies)
*silos get in the way of change (and how to break down those
barriers)
*successful changes follow a formal change management process
(and what that process should include)
Don’t miss our upcoming event, Information Development World: Creating Machine-Ready Content to be held on November 28-30, 2017.
http://www.informationdevelopmentworld.com
Get out of the way! The Product Manager's Identity Crisis | Mitchell Gillespie
PT Toronto #21: Mitchell Gillespie (Director of Product Management at Wave HQ) shares his talk “Get out of the way! The Product Manager's Identity Crisis."
Crash course on delivering value to a startup
Presentation to Imperial College MBA students on how to engage and add value to startup businesses through a consulting or mentoring relationship
Mokita training
One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
Using Your Company Brand in Your HR Practice
Presented by: Dennis Wood and Kathleen Prior-Louis
Learn how to build an effective recruiting machine in a growth-stage environment, and using an effective company brand in building an HR practice.
Inner Success and Inner Critics: Part One
The document summarizes Stacey Sargent's coaching program on developing emotional intelligence and overcoming inner critics. It discusses identifying common inner critic characters, gathering data to challenge unhelpful thoughts, and cultivating an inner success mindset focused on values, identity and strengths. The program teaches tools for managing triggers, gaining perspective on criticism, and establishing a long-term practice of self-reflection and support from a network of advisors.
WhoMovedMyCheese_ToTheCloud
This document discusses considerations for migrating an organization to the cloud. It recommends answering key questions about the cloud roadmap, understanding the organization and different generations within it, addressing employee fears around job security with the cloud, hiring enthusiastic cloud advocates, over-communicating changes, dealing with difficulties, focusing on personnel, and having fun to improve morale during the transition. The presentation ends with contact information for the presenters and a prize drawing.
Should I start my career at a big or small company?
The document provides career advice from Michael Wolfe, a Stanford alumnus. It discusses various career paths from individual contributor roles to management and leadership positions. Some key points made include that there is no single defined career path and individuals should take lateral moves, focus on building skills over job titles or promotions, put themselves in challenging situations to learn, understand their own strengths and weaknesses, and recognize that career success depends most on relationships and network of people around you. The document encourages focusing on self-development over what might impress others and advises listening to advice but also tuning out pressures that don't align with one's own goals and interests.
8 Leadership Tips for Millennials
Millennial managers and executives are confronted with an aging workforce that is well established in a performance status quo. New technologies are driving change in the workplace and many employees from the aging workforce are putting in time until they retire. What should the millennial manager/executive do to be effective and maintain and enhance productivity and efficiencies? The majority of the employees are older than the millennial managers and executives. There are always new projects that have to be completed and tasks delegated to others within the organization, and many times employees do not have a sense of urgency, or don't really listen to the project deliverables until the X or boomer director steps in and leads the project. Millennials have been placed in a precarious position since technology has thrust them into executive management roles. In the technologically driven workplace world, this is an increasing problem as younger yet experienced millennial managers come on to the scene. Millennial executives are not being disrespectful to anyone, but it's hard when they are trying to get the job done and no one will listen!
Kellogg VC CEO Summit
Slides from a presentation I gave at VC CEO portfolio summit on Unlearning as we scale enterprise software startups focusing on how to think about the "next-level people" and "dance with who brung ya" adages along with thoughts on generalizing the former adage, hiring next-level people, and unlearning in general, specifically with infering false causality for success.
Vlapf 2012 in one ear out the other
This document provides guidance for supervisors on motivating and managing transitional employees (TEs) at an academic library. It discusses common problems with TEs like absenteeism, procrastination, and low morale. It recommends that supervisors build trust with TEs, focus on their interests, give autonomy, recognize achievements, and empower them. Specific tips include breaking large projects into steps, showing how work contributes, encouraging creativity, and rewarding positive behaviors promptly. The goal is to get extraordinary results by satisfying TEs' needs and making their work feel meaningful.
University of Newcastle Faculty of Science and IT Staff Development day
University of Newcastle Faculty of Science and IT Staff Development dayHeidi Alexandra Pollard - CEO Mentor
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.Performance Cubed
This document outlines the three elements needed to build a great business: people performance, organizational performance, and strategic performance. It discusses creating clarity of vision and goals, developing a strong team through recruitment and talent growth. The importance of leadership, culture, and creating the right conditions for people to do great work is explored. Interactive exercises are used to help participants understand their strengths and weaknesses in these areas. The goal is to bring all the elements together into a clear mission, specific goals, and action plan to guide the business's growth and performance over time.
Selling Your Ideas
Have you ever had a stakeholder tell you no? Have you had to persuade someone that e-learning was not the solution? Most learning and development professionals would claim that L&D has nothing to do with sales. While we may not be selling vacuum cleaners door to door, each of us use sales tactics daily to advocate for our ideas. In this session, we will evaluate the role and use of sales strategies in training and development, as well as how to apply them to your role within your organization.
Communicate: How to talk effectively about all the things you think you can't...
Communicate: How to talk effectively about all the things you think you can't...Anisa Aven, BCC, NLPC: 281-469-4244
The document discusses effective communication strategies for discussing difficult topics. It recommends starting discussions by sharing facts and observations rather than opinions, and looking for the underlying reasons behind people's perspectives. Specific tips include using "I noticed" and "I think" framing, asking open-ended questions to understand others' viewpoints, and avoiding getting stuck in your own thoughts during discussions. The document also advertises communication training resources from Collaborant LLC and TurnKey Coaching Solutions.Scrum: From the Classroom to the Workplace :: FCUP 2018
Pedro Torres gave a presentation on Scrum and Agile practices. He discussed how Scrum originated in software development and can be applied to other domains. He compared Scrum to traditional Waterfall methods, noting that Scrum embraces uncertainty and shares risk between parties. Torres also addressed challenges with transitioning large companies to Agile and Scrum. He advised that evangelization has limited effectiveness for change, which instead requires empowering people outside their comfort zones.
7 habits of successful people
The 7 Habits of Successful People document outlines habits that lead to success. It discusses:
- Working smarter, not harder, and striving for accuracy before building momentum.
- Finding a niche by becoming an expert and improving existing products.
- Building a reputation on integrity, quality and value while constantly improving products.
- Listening to customer needs and planning for success with long-term goals.
- Being creative, adaptable, and promising more than expected to deliver exceptional results.
Interview, body language and compensation negotiation skills 2016
This document provides information about Gerardo Seeliger's background and experience. Seeliger has over 20 years of experience in executive search and has interviewed over 12,000 executives. He is currently an academic director and associate professor at IE Business School, where he teaches courses on career strategy and sports management. Prior to his academic career, Seeliger co-founded one of the largest human resources consulting and executive search firms in Spain. The document outlines Seeliger's relevant professional experience in management consulting, executive search, and academic roles.
Similar to Villanova leadership-102018 (20)
Get out of the way! The Product Manager's Identity Crisis | Mitchell Gillespie
Get out of the way! The Product Manager's Identity Crisis | Mitchell Gillespie
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...
Should I start my career at a big or small company?
Should I start my career at a big or small company?
University of Newcastle Faculty of Science and IT Staff Development day
University of Newcastle Faculty of Science and IT Staff Development day
Communicate: How to talk effectively about all the things you think you can't...
Communicate: How to talk effectively about all the things you think you can't...
Scrum: From the Classroom to the Workplace :: FCUP 2018
Scrum: From the Classroom to the Workplace :: FCUP 2018
Interview, body language and compensation negotiation skills 2016
Interview, body language and compensation negotiation skills 2016
Recently uploaded
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
Design and optimization of ion propulsion drone
Electric propulsion technology is widely used in many kinds of vehicles in recent years, and aircrafts are no exception. Technically, UAVs are electrically propelled but tend to produce a significant amount of noise and vibrations. Ion propulsion technology for drones is a potential solution to this problem. Ion propulsion technology is proven to be feasible in the earth’s atmosphere. The study presented in this article shows the design of EHD thrusters and power supply for ion propulsion drones along with performance optimization of high-voltage power supply for endurance in earth’s atmosphere.
Advanced control scheme of doubly fed induction generator for wind turbine us...
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Digital Twins Computer Networking Paper Presentation.pptx
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
原版制作(Humboldt毕业证书)柏林大学毕业证学位证一模一样
原件一模一样【微信：bwp0011】《(Humboldt毕业证书)柏林大学毕业证学位证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问微bwp0011
【主营项目】
一.毕业证【微bwp0011】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微bwp0011】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
Variable frequency drive .A Variable Frequency Drive (VFD) is an electronic device used to control the speed and torque of an electric motor by varying the frequency and voltage of its power supply. VFDs are widely used in industrial applications for motor control, providing significant energy savings and precise motor operation.
SCALING OF MOS CIRCUITS m .pptx
this ppt explains about scaling parameters of the mosfet it is basically vlsi subject
Software Engineering and Project Management - Introduction, Modeling Concepts...
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
学校原版美国波士顿大学毕业证学历学位证书原版一模一样
原版一模一样【微信：741003700 】【美国波士顿大学毕业证学历学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Software Engineering and Project Management - Software Testing + Agile Method...
Software Testing: A Strategic Approach to Software Testing, Strategic Issues, Test Strategies for Conventional Software, Test Strategies for Object -Oriented Software, Validation Testing, System Testing, The Art of Debugging.
Agile Methodology: Before Agile – Waterfall, Agile Development.
Generative AI Use cases applications solutions and implementation.pdf
Generative AI solutions encompass a range of capabilities from content creation to complex problem-solving across industries. Implementing generative AI involves identifying specific business needs, developing tailored AI models using techniques like GANs and VAEs, and integrating these models into existing workflows. Data quality and continuous model refinement are crucial for effective implementation. Businesses must also consider ethical implications and ensure transparency in AI decision-making. Generative AI's implementation aims to enhance efficiency, creativity, and innovation by leveraging autonomous generation and sophisticated learning algorithms to meet diverse business challenges.
https://www.leewayhertz.com/generative-ai-use-cases-and-applications/
Recently uploaded (20)
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
IEEE Aerospace and Electronic Systems Society as a Graduate Student Member
Advanced control scheme of doubly fed induction generator for wind turbine us...
Advanced control scheme of doubly fed induction generator for wind turbine us...
Digital Twins Computer Networking Paper Presentation.pptx
Digital Twins Computer Networking Paper Presentation.pptx
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...
Software Engineering and Project Management - Introduction, Modeling Concepts...
Software Engineering and Project Management - Introduction, Modeling Concepts...
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Software Engineering and Project Management - Software Testing + Agile Method...
Software Engineering and Project Management - Software Testing + Agile Method...
Generative AI Use cases applications solutions and implementation.pdf
Generative AI Use cases applications solutions and implementation.pdf
Villanova leadership-102018
- 1. Leadership in Practice Sean Curtis, BCPE ’98 October 4, 2018
- 2. Intro / Fun Facts • Graduated 1998. Met my wife, Kristine, at the Courts over a mimosa. We have 4 kids (Ryan, Ava, Brandon, Niall) and live in Rockville Centre, NY • Was age 21 when I was a Freshman(!) • Lived in St. Mary’s, Delurey Hall, and the Courts • Worked at Kelly’s (1997-1998) • Learned Java starting in 1996 (Algorithms & Data Structures) • Senior Design Project was a Self-Setting Clock (we won!)
- 3. My Journey since VU 1998 Sapient 2000 Kargo 2001 Major League Baseball 2007 Sling 2009 Echostar Sling.TV 2014 Major League Baseball 2016 BAMTech 2018 Disney 2012 Amazon digital media subscriptions mobile(!!) placeshifting/ timeshifting digital advertising with AI/ML digital distribution “cord cutting” Innovation >>
- 4. Mission Statement To have an open dialogue about leadership, why it is so important in today’s workforce, and discuss some of the traits that I’ve seen in some of the best leaders I’ve worked with during my career. Be EXCITED about your future!!
- 6. Never Stop Learning Approach your job with craftsmanship Never stop growing and learning about new tools and techniques Never become stale
- 7. Invent and Simplify Refactor Consolidate Leverage New Methodologies Connect Disparate Concepts to Drive Innovation
- 8. Always Raise The Bar Leaders recognize and prioritize opportunities to improve the overall ecosystem Demand Excellence Be an Agent for Change
- 9. Relentlessly Serve Your Customer “Customer” means anyone consuming what you produce Could mean external customer, or perhaps a software engineer on a different team (UX <-> API) Find reliable ways to measure sentiment, use those data to prioritize, rinse, repeat
- 10. Deliver Through Ambiguity Leaders break large, “blocking” items down into smaller, solvable problems in order to make progress Tenacity as a predictor of success Stay Unblocked!
- 11. Leaders are Right, A Lot Demonstrate Excellent Judgement Develop Good Instincts through Experience Sometimes its what you DONT Choose to Say see: Earns Trust of Others
- 12. Expect To Lead Organizations need leaders that anticipate and seize the opportunity to deliver when faced with adversity High degree of engagement during challenging times
- 13. Earns & Keeps Trust of Others Vocally Self Critical Uses metrics and research to make decisions (vs emotion / political capital) Be transparent and clear without bias or self interest Avoid “weasel” terms (“customers like feature x…”)
- 14. Win as a Team Big scale problems are almost always a function of team collaboration No one person makes it all work If Customer UX fails, we all fail (also see: Lose as a Team)
- 15. Think like an Owner Never say: “That’s not my job” Holistic Ownership: Store Clerk vs Store Owner
- 16. Parting Thoughts • This is Day One! • We NEED more diversity in engineering!! • Try to find a job you love. • The Engineering community a (very) small world. Never burn unnecessary bridges. • In my career, I’ve never sought out a specific title. My opinion: Titles find Leaders • Try to find a work/life balance. Admittedly skewed in your post- university years
- 17. My “the Shot” Story
- 18. References • Amazon Leadership Principles - http:// whartonmagazine.com/blogs/learn-from- amazons-leadership-principles/