Teamwork is more effective than individual work. Teams of 5 to 13 members tend to be most productive, especially when led by a flexible leader with a high leadership ability ("lid"). Factors like insecurity, ego and lack of training can limit a leader's effectiveness and the productivity of their team. Highly effective leaders have a high leadership lid through continuously developing their leadership skills. Flexible leaders who adapt their style to different people and situations tend to have more successful, profitable and efficient teams compared to stubborn leaders. Developing leadership flexibility also correlates with higher pay and faster promotion for leaders.
Psychology of Motivation and Change : Presented by Sanjay KumaroGuild .
More than new process adoption, experts say Agile is a mindset change. But, as many of us may have experienced, changing people is tough. And, mindset change even tougher, at times almost impossible.
In this session we reviewed some important concepts related to human motivation and their inclination to change, that in turn helps us answer some of the following questions:
What motivates people?
Difference between intrinsic motivation and extrinsic motivation?
Can people change? Do they even want to change?
If yes, what kind of changes they might prefer?
Are there ways to make people amenable to change?
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Tony Dovale. Founder and CEO of LifeMasters.co.za - Revolutionary Workplace High Performance System With CLEARx Philosophy, Framework and System. Tony Provides Inspiring Talks through Tonydovalespeaks.com and organisation Optimisation
Psychology of Motivation and Change : Presented by Sanjay KumaroGuild .
More than new process adoption, experts say Agile is a mindset change. But, as many of us may have experienced, changing people is tough. And, mindset change even tougher, at times almost impossible.
In this session we reviewed some important concepts related to human motivation and their inclination to change, that in turn helps us answer some of the following questions:
What motivates people?
Difference between intrinsic motivation and extrinsic motivation?
Can people change? Do they even want to change?
If yes, what kind of changes they might prefer?
Are there ways to make people amenable to change?
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Tony Dovale. Founder and CEO of LifeMasters.co.za - Revolutionary Workplace High Performance System With CLEARx Philosophy, Framework and System. Tony Provides Inspiring Talks through Tonydovalespeaks.com and organisation Optimisation
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
I kept reading about great companies. But what does that really mean. Well, the times 100 was agreat starting place. I believe if you work around this criteria, you will be closer to great than you are today.
To help teams be more self-organizing. What are indicators/traits of an Agile self-organizing team? Provide coaching tips to help promote, develop, and monitor self-organizing teams. The underlying concept is how self-organizing teams are more productive.
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Here's a workshop that will change the way you and your team work together--for the good. Identify and bring out each others' highest and best contributions, develop a new and simple vocabulary around those contributions, and have more fun than you thought possible!
Teaming is a way of life in manufacturing. I took a look at one manufacturer in Florida and come up with some suggestions via a presentation. They were behind teaming.
Creating a coaching culture for defragmented workforceMichelle Raymond
Coaching for a defragmented workforce. Learn how coaching can benefit your business with recruitment and retention. Coaching is the new leadership skills for todays workforce.
This session is for practitioners who are serious about business results and helping Agile values and principles succeed in large scale environments. David addresses the terrifying questions business owners have in the real world -- questions Agilists don't like talking about.
Agile work is messy business. We've broken the mold and a generation of executives and managers are reeling in ambiguity. They turn to consultants who throw frameworks at them. They turn to Agile Coaches and hear, ""it's all about mindset"". We need to do better than that!
We can elevate the discussion with business leaders and stop beating around the bush. Real business problems need serious answers.
David Sabine
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
I kept reading about great companies. But what does that really mean. Well, the times 100 was agreat starting place. I believe if you work around this criteria, you will be closer to great than you are today.
To help teams be more self-organizing. What are indicators/traits of an Agile self-organizing team? Provide coaching tips to help promote, develop, and monitor self-organizing teams. The underlying concept is how self-organizing teams are more productive.
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Here's a workshop that will change the way you and your team work together--for the good. Identify and bring out each others' highest and best contributions, develop a new and simple vocabulary around those contributions, and have more fun than you thought possible!
Teaming is a way of life in manufacturing. I took a look at one manufacturer in Florida and come up with some suggestions via a presentation. They were behind teaming.
Creating a coaching culture for defragmented workforceMichelle Raymond
Coaching for a defragmented workforce. Learn how coaching can benefit your business with recruitment and retention. Coaching is the new leadership skills for todays workforce.
This session is for practitioners who are serious about business results and helping Agile values and principles succeed in large scale environments. David addresses the terrifying questions business owners have in the real world -- questions Agilists don't like talking about.
Agile work is messy business. We've broken the mold and a generation of executives and managers are reeling in ambiguity. They turn to consultants who throw frameworks at them. They turn to Agile Coaches and hear, ""it's all about mindset"". We need to do better than that!
We can elevate the discussion with business leaders and stop beating around the bush. Real business problems need serious answers.
David Sabine
[Webinar Slides] 3 Ways to Power Your Case Management with Content AnalyticsAIIM International
Learn how to improve your Case Management with Content Analytics. Benefit from new business value with contextual search, investigative analytics, predictive analytics, and more!
Want to follow along with the webinar replay? Download it here for free: http://info.aiim.org/power-case-management-with-analytics
Hospital Readmissions Reduction Program: Keys to SuccessHealth Catalyst
Avoidable readmissions are a major financial major problem for the healthcare industry, especially for government payers. To tackle this problem, CMS launched the Hospital Readmissions Reduction Program (HRRP). While some hospitals may be able to absorb the financial penalties under HRRP, they still need to track increasingly complex reporting metrics. Most tracking solutions are inadequate for today’s complicated reporting needs. A healthcare enterprise data warehouse and analytics applications, however, are designed to solve the numerous reporting burdens. When used together, they also deliver a robust solution that enables hospitals to track and drive real cost and quality improvement initiatives, all without the need for users to be technical experts.
11 Scary Statistics About Stress At WorkOfficevibe
Stress is a silent killer. There’s plenty of research on the subject that shows that too much stress can have traumatizing health effects.
Read more on Officevibe blog:
https://www.officevibe.com/blog/infographic-stress-at-work
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
We've compiled a list of 10 attributes that make for a great employee. Any of these 10 traits will make you flourish to a better individual.
Learn more on Officevibe blog:
https://www.officevibe.com/blog/infographic-great-employee
Download our guide and learn how to hire great employees
http://officevi.be/26Wutl0
Download our guide and learn how to build your employer brand:
http://officevi.be/1TuyZx6
38 Employee Engagement Ideas Your Team Will LoveElodie A.
Team building is an important part of making employees happy. Here are 38 employee engagement ideas you can use right away with your team.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-engagement-ideas-team-will-love
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Download the FREE guide about the 10 pillars of employee engagement:
http://hs.officevibe.com/complete-guide-employee-engagement?utm_source=slideshare&utm_medium=social&utm_campaign=38-engagement-ideas-your-team-will-love&utm_content=employee-engagement-ebook
10 Ice Breaker Games - How to get to know your officeElodie A.
Joining a new group can be pretty intimidating. I remember when I joined the team at Officevibe, I was pretty nervous, and wanted to make sure I became friends with the team as quickly as possible.
Learn more on our blog:
https://www.officevibe.com/blog/ice-breaker-games
learn more about Officevibe:
https://www.officevibe.com/
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
Do You Struggle With Employee Recognition?Elodie A.
Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about. Without a good employee recognition strategy, people will feel unappreciated and build up stress.
In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated . The last thing you want is to have high employee turnover because of poor employee recognition.
Read Our Guide to Learn More:
https://www.officevibe.com/employee-engagement-solution/employee-recognition?utm_source=slideshare&utm_medium=social&utm_campaign=employee-recognition&utm_content=recognition-hubpage
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
10 Ways Your Boss Kills Employee MotivationOfficevibe
It’s so hard to have engaged employees. It’s such a delicate thing to try and get right because employees can be fragile.
As a manager, you have to do everything in your power to make sure employees are happy and engaged at all times.
Usually, the problem is the boss, and not things like the company, mission statement, or co-workers.
If you know that your boss is the biggest problem, there are ten things that they do to kill motivation. If you’re a manager and you’re reading this, make sure you avoid these mistakes to ensure that your employees are engaged during work.
The secret to good leadership is to be authentic. Be honest with your staff.
Read more on Officevibe blog:
https://www.officevibe.com/blog/10-kill-employee-motivation
like us on Facebook!:
www.facebook.com/officevibe
Manage to Lead: Seven Truths to Help You Change the WorldIntelliVen
Manage to Lead bridges the gap between intake and
action with templates, tips, exercises, and techniques,
organized into actions in accord with seven disarmingly
simple truths to provide a game plan for organizational
performance and growth.
As such, Manage to Lead is not a book to read. It is a book to use. Peter’s students, clients, subscribers, followers, and readers call it game changing…often the difference between failure and success of an organization to perform and grow.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Leadership readiness initiatives aren’t working, so its time to RETHINK what we’ve been doing and focus on the practice of leadership acceleration.
Use these six acceleration imperatives that drive succession success to move your leaders in the direction to being ready now.
How is it possible that a seemingly highly skilled team struggle to meet business deadlines whilst a team of average skilled professionals consistently deliver value to their client? Do the skills of the team members have any outcome on the delivery of the team? Of course they do, but without the secret sauce even the best team will fail. The uncomfortable truth is that human beings do not do ANYTHING unless they are sufficiently motivated to do so, despite what they may say they will do. Unfortunately, in most organisations, people learn to say what their managers want to hear and then still proceed to do the opposite. Why do people do this? In this talk we will explore how an Agile approach makes average teams become great teams through the injection of one vital ingredient: motivation. We will explore how an Agile approach gets people in all kinds of industries (not only developers!) become motivated to be successful without them even realizing it. The key principles of Agile that, probably coincidently, addresses the fundamentals of human motivation, will be uncovered.
Jaco heads DVT, a team of 600 staff that specialises in Agile software development, testing and related services for clients in South Africa and the United Kingdom. He has more than 20 years IT experience in the field of software development and has been involved in the architecture, design and construction of various size software development projects, some of which were in the utilities, financial and insurance industries. Jaco holds a doctorate in Computer Science from the University of Johannesburg and has focused his Ph.D. research on object oriented software design and information security.
Jon Terry: Respect for People Lean's Neglected PillaritSMF UK
Respect for People is one of the pillars of Lean. If you read the Lean-Agile and DevOps literature or attend conferences, you will hear plenty about culture. However, these ideas usually aren’t presented as systematically and tangibly as the process tools. Most of the Lean principles that we study are focused on the other pillar, continuous improvement. Cultural ideas may be mixed in there but in a way that’s hard to untangle. Or, at the risk of ruffling some feathers, they may seem overly touchy-feely or theoretical brain science-y. This is a real shame. A business can’t just be a nice place to work, full of nice people; it must deliver a steady stream of results for customers and financial stakeholders. But the best long-term results come from providing a sustainable, healthy work environment. So investing in a strong culture is a wise decision for executives and managers.
Here ITSM17 top-rated speaker Jon Terry explores some key ideas around team structure and the responsibilities of both team members and managers in a respectful Lean-Agile company. The presentation provides candidates with a set of seven principles to spell out respect for people to match those for continuous improvement. And it shares some of the source material from which these ideas are derived.
We've all heard it's lonely at the top! The truth is that it is only as lonely as you let it be. This post and accompanying slides describes how leaders who know better make one decision that nets them community, support, accountability, and much more.
The 21 Irrefutable Laws of Leadership is a powerful, definitive book describing timeless laws to help you be a great leader. In each chapter, John Maxwell goes straight to the heart of a profound leadership law, showing you the successes and failures of others and how you can apply the law in your life. If you’re a willing student, you can learn the 21 Laws and put them into practice. Once you apply these leadership laws, you will be encouraged, and your ability to lead will expand. You may not be able to perfect all 21 Laws, but by learning them you will be able to build a team to help support you in leading well.
How you influence others determines how they respond. All leaders have a preferred style that has worked well for them, but it can limit their ability to influence the people they need to.
Trust is the most fundamental building block of any relationship whether in business, politics, marriage, family or friendships. In the real world, trust signifies different things to different people but it frequently boils down to one point: trust is essential to your success.
This presentation sets out to answer three questions:
1. Do they need to be managed differently from the rest of your staff?
2. Are IT people really different from the rest of an organization’s employees?
3. That unkempt antisocial geek in the corner is your best programmer. Do you let him do what he does best or counsel him to fit your ideal employee profile?
This article sets out to answer three questions:
1. Do they need to be managed differently from the rest of your staff?
2. Are IT people really different from the rest of an organization’s employees?
3. That unkempt antisocial geek in the corner is your best programmer. Do you let him do what he does best or counsel him to fit your ideal employee profile?
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
An IT Leaders Guide to Getting the Rest of the Organisation On-Board.
Getting teams to work in a cross functional project is rarely easy. And most projects fail because the IT leader has been unable to get the rest of the organisation truly on-board. So what can the IT leader do to ensure success?
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
4. Proof for the Law of Significance
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12
$
1
0
0
,
0
0
0
’
s
Number of individuals
Average Revenue
Average Profit
Team Average Revenue 276% Higher
Team Average Profit 115% Higher
Data based on
Means of 156 teams
and 78 individuals,
In our
Strategy Edge Simulation
5. Soteams aremore productive?
• Yes
1. Size does matter! Productive teams >5 and
<13
• The ideal team size is 8 or 9 members
2. When led by a single line manager who
shows a high personal leadership lid (>5
using GAPPS4) and a high leadership
flexibility (>4 using GAPPS4)
• No
3. When the work is creative in nature.
6. Challenge
• Think of three things that you do each week that you
do entirely alone.
• Now think of why you do these things alone?
• Now, consider that you are recommending to someone
else about how best to tackle those things… would you
recommend that they do it alone or with someone else?
7. Why we liketo go it alone(akaWhatmakesteamworknot
work)
• Insecurity
• Ego
• Fear
• Selfishness
• Pride
• Control
• Naivety
• Poor teammates
• Lack of training
All reduce and restrain our
abilities as a leader.
11. What is your leadershiplid?
1.What is the number on
my leadership lid?
2.Would others around me
agree with my
assessment?
3.What is my plan to
increase my leadership
lid.
4.What are the lid numbers
of those who work with
me?
5.What is my plan to
increase the leadership lid
?
Leaders Lid
Remember: Leadership Develops Daily, not in a day!
Law of Process
15. LeadershipFlexibility
Flexible Leader Stubborn Leader
• One size fits one
• Reads the audience then
communicates
• Continually develops
• Accepts responsibility and
gives praise
• Empowers others
• Enriches the team
• One size fits all
• Reads the speech to the
audience
• Knows enough
• Accepts praise and
abdicates responsibility
• Blames others
• Impoverishes the team
16. Whenis team work:
A good thing? Not such a good thing?
• When you want greater
efficiency
• When you want greater
productivity
• When you want more fun
with others
• When the team leader has a
high leadership lid and is
flexible to continuously
learn and develop
• When your ego or pride will be
hurt
• When productivity is not
important
• When you want to work alone
• When the team leader is
stubborn and thinks they are
already good enough or can’t
let go of control
18. To sum up
• Teamwork Matters:
• Teamwork increase profitability, efficiency and productivity
• Be The Best You Can Be:
• Team Leaders who have developed their leadership perform
better than other leaders
• Team Leaders who are show greater leadership flexibility have
more productive and efficient teams
• Highly flexible leaders are paid more and get promoted faster
There’s a lot of talk about teamwork. About how much better teamwork is than working independently. Words like “Synergy”, where the sum of the whole is greater than the parts.
But many of the proponents of teamwork fail to mention the less than productive meetings, the fact that some team members rather than contribute, actually appear to sabotage your own work.
And doesn’t individual skill and character of all the team members have a part to play in this “synergy”.
I’m sure that I could gather 11 of you together and call you a soccer team. Then you’ll play your first match against Man Utd. OK? Your chances of winning?
OK, so how about Kallang Utd.?
The local Primary school?
OK maybe then, but that rather depends on which eleven of you I choose, because even 6 or 7 year olds could run rings around some of you
Granted, the skills and knowledge of the team members will have a part to play. But is teamwork really a good thing? Is it better than working independently. And when, as I suspect in your own situations, you don’t get to pick all of your team members, you may have some doubts about the efficacy of teamwork over working independently.
Today I hope to raise your thinking about teamwork, and why it matters…. Or does it?
Dr. John C. Maxwell wrote the 17 Indisputable laws of teamwork, and Law number 1, is the Law of Significance:
One is too small a number to achieve greatness.
Leaders who fail to promote teamwork undermine their own potential and erode the best efforts of the people with whom they work. To accomplish anything significant, leaders must learn to link up with others.
At a recent seminar, a delegate cam up to me beaming and full of pride and told me “I’m a successful businessman, I have a beautiful bungalow, , not one but two Ferraris, and a 42 foot luxury yacht… and I’m a self-made man!”
He was surprised when I responded “Oh that’s a shame. Just imagine what you could have achieved with a team.”
He walked away deflated, but I trust, thinking.
So I put to you a simple challenge:
Anyone?
Anything?
Even inventions of one mind, to become significant, require a team of people to make, market, sell and support.
Heck, even inventions come about from minds educated by others.
So let’s accept that at some point, a team of people needs to be involved. i.e. it takes more than one person to create anything, certainly anything of any significance. But do teams actually perform better than a collection of individuals? Is “synergy” real?
We set out to find out.
To be able to compare individual effort against team effort we used one of our business game simulations – “Strategy Edge”. This simulation can be played by individuals competing with other individuals or competing with teams of people. We compared two groups, one group from the airline industry, another group from the telecomms industry.
Analyzing data from 2 groups of 156 teams and 78 individuals all working in the same industry as each other within different companies.
Here we compare the two key indicators for any business, revenue and profit.
A team is considered to be 3 or more individuals working together for a common purpose.
Here’s a brief summary of what we found:
On average, a team shows 276% higher revenue, and 115% higher profit.
Less than 6 team members and the difference is insignificant,
greater than 9 team members and team performance plateaus and falls off.
Two individuals competing show a higher revenue and profit than sole individuals, this is due to the raised level of competitiveness. Which remains constant for sole individuals competing up to 12 individuals.
More than two individuals competing (up to 5) and performance improvement is marginal.
SO it seems that teams are more productive!
And, despite what your best friends might tell you, Size matters!
The Ideal team size is 8 or 9 members - this concurs with so many researchers on teams from Meredith Belbin in the 60’s onwards, so we are unsurprised.
Each team, for our research had a nominated team leader. What we found was:
If the Manager’s leadership lid was greater than 5, the team averaged 6% higher Revenue and 5% higher profit than team with a team leader whose lid was less than 5
If the Manager’s flexibility >4, the team averaged 8% higher revenue and 7% greater profit
There are times when teamwork has been shown to be COUNTER-productive:
Nature of work matters Creative work – such as computer programming, !
So if a team leaders lid and flexibility have such an impact, what is it that prevents teams from being effective?
First, let’s challenge you again…
Think of three things that you do each week that you do entirely alone.
Now think of why you do these things alone?
Now, consider that you are recommending to someone else about how best to tackle those things… would you recommend that they do it alone or with someone else?
In John C Maxwell’s Law of Significance, he identifies these things as restraining or reducing the effectiveness of teamwork
All these things reduce and constrain our ability as a leader.
What we found is that teamwork works, under two key conditions:
The Leadership Lid of the Team leader and the Leadership Flexibility of that leader.
Let me, briefly outline what these two things are:
John C Maxwell’s 21 Irrefutable Laws of Leadership starts with Law Number 1, The Law of the Lid.
Everything rises or falls on leadership.
Leadership ability is the lid that determines a person’s level of effectiveness. The lower an individual’s ability to lead, the lower the lid on his potential. The higher the leadership, the greater the effectiveness. Your leadership ability – for better or for worse – always determines your effectiveness and the potential impact of your organization.
Maxwell uses the McDonald brothers as example of weak leadership putting a lid on their ability to succeed. The brothers started the McDonald’s hamburger chain but lacked the leadership to take it to national prominence. Ray Kroc had a vision for a national hamburger chain and bought the brothers’ business and turned McDonald’s into the successful giant restaurant chain it is today..
Ray Kroc’s lid was high and obviously the McDonald’s leadership lid was low.
(John’s story)
I know this for myself.
You may already know this, but I was born as a chef. Actually that’s not quite true. I was born as a baby and became a chef. Or at least that was my first career.
I started cooking because my mother, God bless her, was a terrible cook. And when I say terrible, let me give you an example. My mum overcooked everything. On Sundays we would often have roast beef for lunch. Roast beef in my home was a charred blackened, rock like substance that would not be out of place in a stone quarry.
Everything was overcooked. We used to joke that on Sunday morning, mum would put the brussels sprouts on to boil before we left for church. By the time we returned home, 2 or 3 hours later, the cabbage, potatoes and carrots would be a grey mushy slop, whilst the roast meat would make up for this with an entirely inedible texture.
Mum would put the Christmas treat of Brussels Sprouts on in October… OK, perhaps a little exaggeration but still.
So I started to learn to cook. Mostly so that I would have something I could enjoy eating.
I even got pretty good at cooking. I worked with some of the very best chefs and became a lot sure of myself and my fantastic abilities.
Brilliant. Now of course, I knew everything there was to know about leading and running a kitchen.
In my first real leadership test came in the Isle of Man, when after assuring everyone how brilliant I was, I was (rather foolishly as it turns out) given charge of the Palace Lido kitchens. Our first event was for 800 delegates at a telecommunications union conference. And just so you know, the telecomms union was at the time, a very militant bunch.
Well, it was a disaster. I had 30 kitchen staff, 30 waiting staff, a great kitchen and had even ordered enough food. My planning however was, well let me say, there wasn’t really any.
Lunch for 800 hungry, angry and loud delegates was late… by 2 hours!
It was not pretty.
It was not good.
Perhaps my mum had a better way after all.
I didn’t know the Law of the Lid at the time. But very clearly, what I had demonstrated was a very low number on my leadership. All the skills and competence to do the job of cooking, had not prepared me to effectively lead a team of 60 to deliver something.
I was ready to quit in shame. Already to hide out and hopefully disappear. But along cam the Executive Chef for the hotel. A big Swiss guy, renowned for his violent temper. I wasn’t going to be fired, I was going to be sliced into pieces… or so I thought. He, on the other hand wasn’t about to let me get away with it. He immediately called the entire team together, issued instructions and took command. Hey, we had a dinner to prepare and we were already running late.
I realised as I watched and listened in awe. My job wasn’t about cooking at all. My job was to lead a team of people and prepare and serve meals to the customers.
Looking back on this day in my life, I now realise that this was the day I chose to develop as a leader and raise my leadership lid. After all, a team of great people were expecting me to guide them to deliver and a whole multitude of hungry people were relying on me to make sure they were served.
I wasn’t fired that day, by the way. Chef later told me that such a very expensive experience wasn’t something he was about to throw out.
Your team, your organization, your church. Are limited by your leadership lid.
It’s the maximum headroom (picture) of your organization. The team must fit under the bridge.
If the leaders lid is at one, then, in spite of the team or organizations success dedication, or their competence at doing the job they do. The effectiveness of the team or organization is held down by the leaders lid.
As the leader increases their leadership lid. Improves their ability to lead… so the room for effectiveness grows.
How many of you have worked for a leader who’s leadership lid was low?
We all have, haven’t we?
Now, how many of you are sat next to that person right now? OK, there’s no need to put your hands up
Very often, when I work with leaders in organizations on the leadership lid, they will tell me that their own boss should really be learning about this. Well that may be true. But what matters here and now, is that we consider your own leadership lid.
So, here’s five questions for you…
What is the number on my leadership lid?
Would others around me agree with my assessment?
What is my plan to increase my leadership lid.
What are the lid numbers of those who work with me?
What is my plan to increase the leadership lid of others?
But where’s the proof?
From the same research project,. We found that as the Leaders lid (their ABILITY or COMPETENCY to lead) increased, then both revenue and profit increased (this was true for individuals AND for teams)
The Leader’s Lid was measured using our GAPPS4 leadership assessment tool.
The revenue and profitability increased significantly when the leader’s lid was 4 or higher, though between 6 and 9, there was less significant results… however, profitability was improved at the higher levels, albeit marginal in percentage terms, 2% is still better than the return from a bank… and that’s the ‘extra’ profit!
And this is compared to the same computer generated competitor.
So a quick challenge.
If your ability as a leader has an impact on team performance, what’s this flexibility all about?
Leadership flexibility (or agility) is the single greatest differentiator between successful leaders and less successful leaders.
To have flexibility of your style, learning, approach demands that you have:
Good, high level leadership skills (competencies) and
Depth of leadership character.
The most flexible successful leaders in Singapore are, incidently, leaders in the civil service and/or politics
Please note that Flexible leaders does not necessarily mean ‘good’ leaders.
A ‘good’ leader is one who’s approach and style at the time, in the context is the most appropriate.
But without the full toolkit available (through continuous development), there will be times when you are forced to use a hammer when a velvet glove would be more appropriate.
Let’s compare and contrast a “Flexible” and a “Stubborn” leader:
Thus, you can see why leadership flexibility increase team effectiveness.
So when is team work a good thing and when is it not such a good thing?
And the proof?
Based on the 22 thousand plus individual leaders in SEA in our database as of last year.
We looked at the average salary of those leaders and the number of years between significant promotions through their career.
Leaders with greater flexibility (and in order to have this, they must have a higher leadership lid too), are paid 50% more on average for every additional flexibility they score.
Up to a flexibility of 7, each additional point for leadership flexibility reduced time between promotions by 9 months.
Until a flexibility greater than 7, when promotions take longer. Largely because, these leaders are already near or at the top of their organizations… and there’s nowhere higher to go!
To summarize:
“synergy” does seem to exist in practice. Teams outperform individuals in profitability, efficiency and productivity.
When the team leader is both more competent as a leader and shows the flexibility to change their style appropriately (they are flexible).
Additionally, the more competent you are as a leader and the more flexible you are… the more you can command in salary and get promoted faster.
Being the best you can be, pays you, the leader, the team, and the organization.