Existem pessoas no nosso planeta que apresentam enormes capacidades cognitivas, alguns bastante mais que a média civilizacional. O QI, denominado quociente de inteligência,
apesar de questionado como melhor forma de avaliação,ainda é considerado uma excelente maneira
de pontuar nossas capacidades cognitivas em comparação com o grupo etário.
Saúde e Q.I.
Acredita-se que pessoas com um Q.I. elevado têm menores índices de morbidade e mortalidade, quando adultas. Também apresentam menos risco de sofrerem de desordens relacionadas ao estresse pós-traumático, depressão acentuada e esquizofrenia. Por outro lado, aumenta o risco de padecimento de transtorno obsessivo-compulsivo . Existe uma grande possibilidade dessa correlação existir pelo fato de que pessoas com um Q.I. mais alto têm em média indicadores sócio-econômicos maiores, possibilitando um acesso melhor à saúde e informação...
O QUE VOCÊ PRECISA SABER, MAS NÃO APRENDE NA FACULDADE. slideshareJoel Moraes
O documento discute 12 princípios importantes que não são ensinados na faculdade. Estes incluem: 1) o sucesso depende do indivíduo e não da faculdade, 2) ter um diploma é fácil mas ter sucesso é difícil, 3) a reputação de um empregado depende de seu comportamento não apenas de seu currículo. O documento também discute a importância de vender, ter uma mentalidade certa, e produzir conteúdo valioso para os clientes.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
O desafio mental de 10 dias sucesso newsSucesso News
O desafio mental de 10 dias fará com que você vença o medo, os problemas que te prendem na rotina e as indulgências da sua vida. Assim, os benefícios seguem por toda a vida!
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
Existem pessoas no nosso planeta que apresentam enormes capacidades cognitivas, alguns bastante mais que a média civilizacional. O QI, denominado quociente de inteligência,
apesar de questionado como melhor forma de avaliação,ainda é considerado uma excelente maneira
de pontuar nossas capacidades cognitivas em comparação com o grupo etário.
Saúde e Q.I.
Acredita-se que pessoas com um Q.I. elevado têm menores índices de morbidade e mortalidade, quando adultas. Também apresentam menos risco de sofrerem de desordens relacionadas ao estresse pós-traumático, depressão acentuada e esquizofrenia. Por outro lado, aumenta o risco de padecimento de transtorno obsessivo-compulsivo . Existe uma grande possibilidade dessa correlação existir pelo fato de que pessoas com um Q.I. mais alto têm em média indicadores sócio-econômicos maiores, possibilitando um acesso melhor à saúde e informação...
O QUE VOCÊ PRECISA SABER, MAS NÃO APRENDE NA FACULDADE. slideshareJoel Moraes
O documento discute 12 princípios importantes que não são ensinados na faculdade. Estes incluem: 1) o sucesso depende do indivíduo e não da faculdade, 2) ter um diploma é fácil mas ter sucesso é difícil, 3) a reputação de um empregado depende de seu comportamento não apenas de seu currículo. O documento também discute a importância de vender, ter uma mentalidade certa, e produzir conteúdo valioso para os clientes.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
O desafio mental de 10 dias sucesso newsSucesso News
O desafio mental de 10 dias fará com que você vença o medo, os problemas que te prendem na rotina e as indulgências da sua vida. Assim, os benefícios seguem por toda a vida!
This document discusses the five disciplines of a learning organization as outlined in Peter Senge's book "The Art and Practice of a Learning Organization". The five disciplines are: personal mastery, mental models, building a shared vision, team learning, and systems thinking. It provides an overview of each discipline, including how personal mastery involves lifelong learning and commitment. Mental models are deeply held assumptions that influence how we understand the world. Building a shared vision involves translating individual visions into a shared commitment. Team learning occurs when a team's intelligence exceeds the sum of individuals. Systems thinking views problems as interconnected parts of a whole system. The document concludes with implications for employee development and leadership training at Vestechno Group based on these five disciplines.
Liberating Structures for NICE slides.pptxNHS Horizons
1. Form trios with one person as the
"client" and two as "consultants"
2. Client shares a challenge or issue
they are facing (3-5 mins)
3. Consultants listen without interrupting
and take notes
4. Consultants each offer one suggestion
or question to help the client (2 mins)
5. Client reflects on suggestions (2 mins)
6. Roles rotate so all get a turn
7. Debrief as a trio before moving on
8. Repeat as time allows
Consultant:
Client:
My challenge is...
What suggestions or questions do you have to help me with
This document provides a logic puzzle with 20 clues about the colors of 5 adjoining houses, nationalities of their residents, pets owned, jobs, and beverages drunk. The clues must be used to deduce all the details and match each resident to a house, nationality, pet, job, and beverage. Solving this puzzle requires carefully considering each clue and making logical connections between the different elements described.
This document discusses innovation and provides examples to test thinking in different ways. It begins with questions about putting animals in a refrigerator to test logical thinking. It then discusses signs that a market is ready for innovation and provides exercises to encourage innovative thinking, such as drawing Humpty Dumpty or creating new hairstyles. The document concludes with tips for creating a culture where innovation can thrive, such as leading from the top and constantly looking for new ideas, and ways innovation can be stifled like slow decision making and conformity.
Retrospectives are not just about making you feel bad for missing your commitments, pointing fingers at your colleagues, and hearing your talkative team members go on and on. They are supposed to help your team become great. This workshop is for anyone that participates in retrospectives, doesn’t always feel they are useful and wants to learn a better way to accomplish the intended goal.
Creative And Innovative Thinking Skillskkjjkevin03
This document discusses tools and techniques for developing creative and innovative thinking skills. It covers defining problems, types of innovation, conceptual blocks to creativity, the three components of creativity, characteristics of creative groups, and tools for defining problems and creating new ideas such as attribute listing and brainstorming. The goal is to provide a framework for developing skills that can be applied to daily problem solving.
Albert Einstein said “We can’t solve problems by using the same kind of thinking we used when we created them.” So where does the new thinking come from? I’ll share a very strange experience whereby I gave away the tools, became a participant and let everyone be the facilitator.
William specialises in human centered innovation and product development, with a passion towards new and emerging technologies. William’s other passion is community collaboration and actively participates with the various meetup groups in Melbourne and recently participated in the Queensland Ideas Festival with the OpenIDEO Local Food challenge.
This document outlines a creative problem solving workshop. It discusses defining creative problem solving, common mental blocks to creativity, ways to be more creative, and the creative problem solving process. The process involves stating the problem, gathering facts, restating the problem, identifying alternative solutions, evaluating alternatives, implementing a decision, and evaluating results. Specific creative problem solving tools covered include brainstorming, mind mapping, and multivoting. The overall purpose is to develop awareness and skills for creatively solving problems.
Lean in - Questions...move you toward what you want!Denise Reed
Rachael Herrscher discusses the power of asking the right questions in her TED talk. She is the CEO and founder of an online media company. The document provides tips on how to be a good question asker by considering different archetypes like a question advocate, doctor, lawyer, etc. It then describes a process called QuestionStorming which is an alternative to brainstorming that focuses on generating questions rather than statements to help solve problems in a more creative way. The document encourages picking one action step to apply a questioning tip.
The document outlines an agenda for a talk on fostering creativity within processes. It begins with the speaker's experience starting as the second project manager at Huge, where they had to quickly learn skills like wireframing. It then discusses how Huge's process has evolved from a very flexible approach to balancing structure with adapting to each project's needs. Ten tips are provided for fostering creativity within processes, such as embracing critique and rework, being fearless, and understanding your impact.
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1) An overview of why retrospectives are important for organizations undergoing change to allow people to express feelings and thoughts about changes in a structured way.
2) Common objections to retrospectives and reasons they may not be effective if done incorrectly, such as focusing too much on the past, having unconnected ideas, or unclear outcomes.
3) A simple framework and checklist for planning and running retrospectives, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
4) Descriptions of various exercises that can be used in retrospectives, such as "Remember the Future",
Анна Мамаєва “Retrospective: Total Recall” - Lviv PMDayLviv Startup Club
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1. An overview of why retrospectives are important for organizations undergoing change and examples of things teams say to avoid retrospectives.
2. Tips for running retrospectives effectively such as using a simple framework of setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
3. Descriptions of various exercises that can be used in retrospectives like "Remember the Future" and "Margolis Wheel" to engage participants and surface different perspectives.
The document outlines a workshop on creative problem solving. It aims to help participants develop skills in creative thinking and problem solving. The workshop covers defining creative problem solving, common blocks to creativity, ways to be more creative, and tools like brainstorming, mind mapping and multivoting. It details the creative problem solving process of stating the problem, gathering facts, restating the problem, identifying alternatives, evaluating options, implementing a decision and evaluating results. The goal is for participants to apply these tools and techniques to creatively solve problems.
This workshop supported learners in dealing with problems and give them participatory tools in which they can use in the field.
Cynorthwyodd y gweithdy yma cyfranogwyr i ddelio â phroblemau ac awgrymu dulliau cyfranogol y gallant eu defnyddio yn y maes.
Robert Dilts has been a pioneer in the field of Neuro-Linguistic Programming (NLP) since its creation in 1975. He spearheaded applications of NLP to areas like education, creativity, health, and leadership. Some techniques he developed include reimprinting, integration of conflicting beliefs, and neuro-logical levels. Barriers to creative thinking include habit, not being taught creativity, focusing on one right answer, following rules without questioning them, avoiding ambiguity, and believing creativity is not one's area. The creative problem solving process involves defining the problem, gathering facts, restating the problem clearly, brainstorming alternatives, evaluating options, implementing a decision, and evaluating results.
Finding Product Inspiration Through User Needs by LinkedIn Sr PMProduct School
The document discusses the importance of problem finding as the first step in the product management process. It outlines a process for problem finding that includes gathering information from various sources, identifying trends and gaps, taking breaks to gain new perspectives, distilling findings, pitching ideas to soundboards, and formalizing problems. The key takeaways are to develop an individualized problem finding process, set aside dedicated time for problem finding, and leverage internal and external resources and feedback.
This document provides a playbook of 30 learning and development activities focused on accelerating learning techniques. It includes activities to help practitioners apply accelerated learning principles to their work and also activities for personal development. Practitioners are encouraged to select one activity per week to try out, reflect on, and track progress and outcomes over a 12 week period.
This is a presentation of Cyriel Kortleven (www.cyrielkortleven.com) about thinking outside the box and exploring different skills to give your creativity a boost.
The document discusses the goals of the "Reboot v1.0" workshop, which aims to empower participants to take an expansive approach to their professional lives and contribute to social welfare. It notes high graduate unemployment and the need to invest in each other and shape a better world. The workshop will include icebreakers, identifying problems, brainstorming solutions, and making the solutions available online for others to implement. The goal is collaboration over ownership to drive progress. Simplicity and innovation are discussed as interacting concepts, where simplifying requires innovating to renew systems and make them easier to understand. Starting up is addressed, emphasizing applying simplicity to focus on essentials through prototyping and action over procrastination.
Blocks to Creativity and Innovation. Tools to Release Creativity and InnovationMike Cardus
The document discusses psychological inertia and barriers to innovation. It describes how preconceived notions, assumptions, experience and expertise can prevent new ideas from being considered. It provides tools to overcome these barriers, such as having outsiders review problems, testing small experiments, and being aware of blocks to change. The goal is to encourage discussions, questioning and developing solutions in order to drive innovation.
Thinkin is a new social-results platform to help people tackle all kinds of challenges together with their self-selected private-crowds. The core five-step process is borrowed from how your brain works which means it has great versatility. And in this short presentation we draw you into a small experiment to show your this. And give an overview of the kinds of challenges you therefore can tackle using Thinkin together with your #privatecrowds.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Liberating Structures for NICE slides.pptxNHS Horizons
1. Form trios with one person as the
"client" and two as "consultants"
2. Client shares a challenge or issue
they are facing (3-5 mins)
3. Consultants listen without interrupting
and take notes
4. Consultants each offer one suggestion
or question to help the client (2 mins)
5. Client reflects on suggestions (2 mins)
6. Roles rotate so all get a turn
7. Debrief as a trio before moving on
8. Repeat as time allows
Consultant:
Client:
My challenge is...
What suggestions or questions do you have to help me with
This document provides a logic puzzle with 20 clues about the colors of 5 adjoining houses, nationalities of their residents, pets owned, jobs, and beverages drunk. The clues must be used to deduce all the details and match each resident to a house, nationality, pet, job, and beverage. Solving this puzzle requires carefully considering each clue and making logical connections between the different elements described.
This document discusses innovation and provides examples to test thinking in different ways. It begins with questions about putting animals in a refrigerator to test logical thinking. It then discusses signs that a market is ready for innovation and provides exercises to encourage innovative thinking, such as drawing Humpty Dumpty or creating new hairstyles. The document concludes with tips for creating a culture where innovation can thrive, such as leading from the top and constantly looking for new ideas, and ways innovation can be stifled like slow decision making and conformity.
Retrospectives are not just about making you feel bad for missing your commitments, pointing fingers at your colleagues, and hearing your talkative team members go on and on. They are supposed to help your team become great. This workshop is for anyone that participates in retrospectives, doesn’t always feel they are useful and wants to learn a better way to accomplish the intended goal.
Creative And Innovative Thinking Skillskkjjkevin03
This document discusses tools and techniques for developing creative and innovative thinking skills. It covers defining problems, types of innovation, conceptual blocks to creativity, the three components of creativity, characteristics of creative groups, and tools for defining problems and creating new ideas such as attribute listing and brainstorming. The goal is to provide a framework for developing skills that can be applied to daily problem solving.
Albert Einstein said “We can’t solve problems by using the same kind of thinking we used when we created them.” So where does the new thinking come from? I’ll share a very strange experience whereby I gave away the tools, became a participant and let everyone be the facilitator.
William specialises in human centered innovation and product development, with a passion towards new and emerging technologies. William’s other passion is community collaboration and actively participates with the various meetup groups in Melbourne and recently participated in the Queensland Ideas Festival with the OpenIDEO Local Food challenge.
This document outlines a creative problem solving workshop. It discusses defining creative problem solving, common mental blocks to creativity, ways to be more creative, and the creative problem solving process. The process involves stating the problem, gathering facts, restating the problem, identifying alternative solutions, evaluating alternatives, implementing a decision, and evaluating results. Specific creative problem solving tools covered include brainstorming, mind mapping, and multivoting. The overall purpose is to develop awareness and skills for creatively solving problems.
Lean in - Questions...move you toward what you want!Denise Reed
Rachael Herrscher discusses the power of asking the right questions in her TED talk. She is the CEO and founder of an online media company. The document provides tips on how to be a good question asker by considering different archetypes like a question advocate, doctor, lawyer, etc. It then describes a process called QuestionStorming which is an alternative to brainstorming that focuses on generating questions rather than statements to help solve problems in a more creative way. The document encourages picking one action step to apply a questioning tip.
The document outlines an agenda for a talk on fostering creativity within processes. It begins with the speaker's experience starting as the second project manager at Huge, where they had to quickly learn skills like wireframing. It then discusses how Huge's process has evolved from a very flexible approach to balancing structure with adapting to each project's needs. Ten tips are provided for fostering creativity within processes, such as embracing critique and rework, being fearless, and understanding your impact.
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1) An overview of why retrospectives are important for organizations undergoing change to allow people to express feelings and thoughts about changes in a structured way.
2) Common objections to retrospectives and reasons they may not be effective if done incorrectly, such as focusing too much on the past, having unconnected ideas, or unclear outcomes.
3) A simple framework and checklist for planning and running retrospectives, including setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
4) Descriptions of various exercises that can be used in retrospectives, such as "Remember the Future",
Анна Мамаєва “Retrospective: Total Recall” - Lviv PMDayLviv Startup Club
This document discusses retrospectives and contains advice for conducting effective retrospectives. It provides:
1. An overview of why retrospectives are important for organizations undergoing change and examples of things teams say to avoid retrospectives.
2. Tips for running retrospectives effectively such as using a simple framework of setting the stage, gathering data, generating insights, deciding on actions, and closing the retrospective.
3. Descriptions of various exercises that can be used in retrospectives like "Remember the Future" and "Margolis Wheel" to engage participants and surface different perspectives.
The document outlines a workshop on creative problem solving. It aims to help participants develop skills in creative thinking and problem solving. The workshop covers defining creative problem solving, common blocks to creativity, ways to be more creative, and tools like brainstorming, mind mapping and multivoting. It details the creative problem solving process of stating the problem, gathering facts, restating the problem, identifying alternatives, evaluating options, implementing a decision and evaluating results. The goal is for participants to apply these tools and techniques to creatively solve problems.
This workshop supported learners in dealing with problems and give them participatory tools in which they can use in the field.
Cynorthwyodd y gweithdy yma cyfranogwyr i ddelio â phroblemau ac awgrymu dulliau cyfranogol y gallant eu defnyddio yn y maes.
Robert Dilts has been a pioneer in the field of Neuro-Linguistic Programming (NLP) since its creation in 1975. He spearheaded applications of NLP to areas like education, creativity, health, and leadership. Some techniques he developed include reimprinting, integration of conflicting beliefs, and neuro-logical levels. Barriers to creative thinking include habit, not being taught creativity, focusing on one right answer, following rules without questioning them, avoiding ambiguity, and believing creativity is not one's area. The creative problem solving process involves defining the problem, gathering facts, restating the problem clearly, brainstorming alternatives, evaluating options, implementing a decision, and evaluating results.
Finding Product Inspiration Through User Needs by LinkedIn Sr PMProduct School
The document discusses the importance of problem finding as the first step in the product management process. It outlines a process for problem finding that includes gathering information from various sources, identifying trends and gaps, taking breaks to gain new perspectives, distilling findings, pitching ideas to soundboards, and formalizing problems. The key takeaways are to develop an individualized problem finding process, set aside dedicated time for problem finding, and leverage internal and external resources and feedback.
This document provides a playbook of 30 learning and development activities focused on accelerating learning techniques. It includes activities to help practitioners apply accelerated learning principles to their work and also activities for personal development. Practitioners are encouraged to select one activity per week to try out, reflect on, and track progress and outcomes over a 12 week period.
This is a presentation of Cyriel Kortleven (www.cyrielkortleven.com) about thinking outside the box and exploring different skills to give your creativity a boost.
The document discusses the goals of the "Reboot v1.0" workshop, which aims to empower participants to take an expansive approach to their professional lives and contribute to social welfare. It notes high graduate unemployment and the need to invest in each other and shape a better world. The workshop will include icebreakers, identifying problems, brainstorming solutions, and making the solutions available online for others to implement. The goal is collaboration over ownership to drive progress. Simplicity and innovation are discussed as interacting concepts, where simplifying requires innovating to renew systems and make them easier to understand. Starting up is addressed, emphasizing applying simplicity to focus on essentials through prototyping and action over procrastination.
Blocks to Creativity and Innovation. Tools to Release Creativity and InnovationMike Cardus
The document discusses psychological inertia and barriers to innovation. It describes how preconceived notions, assumptions, experience and expertise can prevent new ideas from being considered. It provides tools to overcome these barriers, such as having outsiders review problems, testing small experiments, and being aware of blocks to change. The goal is to encourage discussions, questioning and developing solutions in order to drive innovation.
Thinkin is a new social-results platform to help people tackle all kinds of challenges together with their self-selected private-crowds. The core five-step process is borrowed from how your brain works which means it has great versatility. And in this short presentation we draw you into a small experiment to show your this. And give an overview of the kinds of challenges you therefore can tackle using Thinkin together with your #privatecrowds.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
6. We Believe:
› Everyone is an expert at the work
they personally touch every day.
› No one understands every aspect of a problem.
› Knowing who can help you is 50% of any
challenge.
› Innovation wants to happen everywhere.
7. So, we structured Innovation Friday to
Apply the thinking and
talent that is already
in the company.
8. Give people a structure
to solve problems
quickly and
collaboratively.
12. Step 1 :
Choose a problem. Not an easy one,
but not an unrealistic one.
We have tried to solve things like, “We spend millions of dollars on technology, but it
doesn’t feel like we get our money’s worth...” or “How can we make this place more
appealing to younger workers? Or “Why don’t people collaborate across geographic
locations very well?”
13. Step 2 :
Find a sponsor, then find 30 people
who will be willing to have an
honest conversation.
An executive sponsor’s role is important. We need a champion to support the ideas that come out
of the design session. Finding the right participants is also critical. We need people who can see
past the barriers that stand in the way of innovation. It’s also important to bring in different
perspectives on the problem. Be sure to bring in people from every side of the issue.
14. Step 3 :
Get Room. Set a Date!
We like Fridays because it’s easier for people to dress down and loosen up.
Because we are asking for a full day (9am-4pm) you may need to schedule this 6-9 weeks out.
We also like to choose a musical play list. Innovation should be something you can dance to!
15. Explore
Imagine
Attempt
› Reach a common understanding of the situation.
› Openly discuss challenges and issues
› Identify the most interesting opportunities.
› Consider multiple ways to solve the issues.
› Design a pragmatic solution.
› Discuss possible roadblocks and unknowns.
› Gather the team and hunt down answers.
› Determine the feasibility of a pilot or POC.
› Come to a resolution quickly (10 weeks)
› Use the time to get smarter.
Innovation Friday
10 weeks following
Act
Innovation Friday is 3 Acts
Act 3
Act 2
Act 1
17. Act 1:
Friday Morning
Let’s Learn About The Problem
› Start with a panel or “TED-like” speakers to
help everyone get to a common understanding.
› Usually, we have one numbers-oriented
speaker and one human-oriented speaker.
Explore
18. Get Tough Truths Out Into The Room.
› What is said in Innovation Friday…Stays.
The facilitator needs to set the tone early. Say something controversial (and true) early on.
Let people know it’s okay to be real. Show that this it a different kind of get together.
Act 1:
Friday MorningExplore
› Say a dangerous thing.
No recordings, no remote participation. This is a safe place.
19. Give Them Permission to Think Differently.
“Imagine that a miracle happens over the weekend. On Monday, this company is the
greatest company in America to work for. What are the first clues you see?”
(Have everyone write down an answer before anyone speaks)
› Bring in wild ideas from other places.
Act 1:
Friday MorningExplore
› Use interesting stimulus questions.
20. Act 1:
Friday Morning
Find The Important Themes
› Listen to what keeps coming up over and over.
› Facilitators quietly take notes to identify
the issues that keep coming up.
Explore
21. Act 1:
Friday Morning
Break Into Teams for Act 2
› Write the 5-8 most common themes on big
paper and hang them around the room.
› Ask people to stand under the problem they
are most interested in solving.
Explore
These teams will work together for the rest of the day.
23. Act 2:
Friday Afternoon
Design Some Solutions!
› teams get lunch together, get to know each
other, and spend two hours trying to design
something that might make a positive impact.
Imagine
The solution must be doable in 10 weeks and should cost (basically) nothing. There is a template which
asks them to step though the possibilities and barriers. Having people with diverse backgrounds on
each team provides a better understanding of the possibilities and impacts. This leads to better
designs and better outcomes.
24. Act 2:
Friday Afternoon
Time To Pitch!
› Everyone returns. Each team has 6 minutes
to present their solution.
Imagine
As people listen, they write down advice on sticky notes. Who will want to help this idea? Who will
not like it? There is a Q&A after each pitch. After all teams go, use multi-dot voting to determine
which ideas the room likes the most. Only 3 or 4 should move to the “Attempt” stage.
25. Act 2:
Friday Afternoon
Let’s Try and Do this Crazy thing!
› The day ends with people signing up for Act 3.
Imagine
Once the room has picked its favorite concepts, it’s time for people to volunteer to spend some time
working on it over the next 10 weeks. People can be on any team, it doesn’t have to be the same
team they worked on in Act 2. The commitment is simply an hour or two for each week, to explore
the possibilities of implementing the solution. Not every team will land their solution. That’s okay.
Failing in 10 weeks (at no cost) is a good kind of failure. The best kind of failure.
27. Act 3:
The 10 weeks after Innovation Friday
Ask Around! Get Details. See if it’s possible.
› There is no formula for “Attempt.”
› meet once a week and see how far you can
get. You may be surprised.
Attempt
We provide a project manager who helps the team stay focused on what is feasible in such a short
period of time. People from the Innovation Program participate in the weekly calls to provide
coaching and assistance.
28. We Have Learned:
› providing structure and connecting people who
want to fix things makes a big difference.
› Empowering people to work on the problems
they are personally interested in solving
means a lot.
› You will be surprised at how far you can get
just by saying “yes, go try!”
29. People seem to like it.
Very
Strongly
Agree
Very
Strongly
Disagree
30. Step 4 :
Regroup at Week 10. Share.
Just get folks on the phone for a wrap up conversation at the end of Act 3!
It’s likely that some teams will have discovered that their solution is simply not going to happen.
That’s okay. Some teams will have started their effort, but might not be done yet. That’s also
okay. The truth is nearly every outcome is okay.
Innovation Friday is structured to be useful, even if the Act 3 efforts don’t work.
But it’s really great when they do. Really great.