The document discusses a coaching assessment tool called Leading From Your Strengths (LFYS). It is used by Mission Alive to assess church planters and can help coaches understand their own profile and how to work with coachees. LFYS measures four scales: problem-solving style, information processing style, managing change style, and risk-facing style. Higher scores on the scales indicate stronger tendencies towards those traits. The scales are meant to provide insight into behavioral styles to improve coaching relationships and effectiveness.
The document discusses how the Predictive Index survey can be used to tap into inner motivation at work by providing insights into an individual's behavioral drives and how they are motivated. It describes how the Predictive Index can be applied to tasks like matching people to jobs that suit their behavioral profile, managing employees in a way that connects with their motivational needs, and getting the most out of team members. The goal is to leverage understanding of individual motivations to improve performance, productivity, hiring and talent management.
Neural mechanisms of decision making - emotion vs. cognitionKyongsik Yun
1. The document summarizes research on the neural mechanisms underlying decision making, specifically how emotion and cognition interact.
2. Key areas discussed include the anterior insula, anterior cingulate cortex, and dorsolateral prefrontal cortex in processing fairness valuation and reward anticipation.
3. Computational models are proposed to formally describe how fairness is computed within the brain based on expected rewards and rewards of others through temporal difference learning.
The document discusses how behavioral economics can provide insights into consumer views and relationships, highlighting concepts like bounded rationality, prospect theory, and cognitive biases that influence decision-making. It also covers developing strong relationship capital through focusing on client outcomes rather than just sales processes, and the potential for virtual assistants to help manage client relationships in the future. The overall message is that understanding human behavior and prioritizing valuable client experiences can help create stronger, longer-lasting relationships.
Preventing the 5 Deadly Diseases of ManagementMischa Ramseyer
The document discusses an interview with W. Edwards Deming about preventing the "5 Deadly Diseases of Management". It summarizes Deming as saying the main diseases are a lack of purpose, management by numbers, short-term thinking, annual performance ratings, and high mobility of management. The interview then provides suggestions for curing these diseases such as defining purpose, aligning business to purpose, optimizing the whole system, developing leaders from within, and letting peers rate each other. The discussion emphasizes continuous improvement, empowering employees, and focusing on craftsmanship, customer satisfaction, and multiple perspectives.
What is Strategy? BI Norwegian Business School STR3600Engage // Innovate
There were three key points made in the document:
1. Strategic management has evolved over time, with different frameworks and tools emerging since the 1950s to help define and analyze strategy.
2. Early frameworks like the BCG matrix in the 1960s and Porter's five forces in the 1980s took an analytical approach to defining industry structure and competitive positioning.
3. More recent approaches emphasize the creative aspect of strategy and view industries as open to reinvention, not predefined by their current state. This includes Blue Ocean Strategy and the idea that imagination can reshape industry boundaries.
This document provides guidance on introducing spirituality in the workplace. It discusses personality types and how to manage them assertively but without aggression or opportunism through detachment, noble intention, and balanced leadership. Key points include focusing on quality over quantity, distributing authority fairly, and leading by example through dignified behavior and living according to spiritual values.
The document discusses how the Predictive Index survey can be used to tap into inner motivation at work by providing insights into an individual's behavioral drives and how they are motivated. It describes how the Predictive Index can be applied to tasks like matching people to jobs that suit their behavioral profile, managing employees in a way that connects with their motivational needs, and getting the most out of team members. The goal is to leverage understanding of individual motivations to improve performance, productivity, hiring and talent management.
Neural mechanisms of decision making - emotion vs. cognitionKyongsik Yun
1. The document summarizes research on the neural mechanisms underlying decision making, specifically how emotion and cognition interact.
2. Key areas discussed include the anterior insula, anterior cingulate cortex, and dorsolateral prefrontal cortex in processing fairness valuation and reward anticipation.
3. Computational models are proposed to formally describe how fairness is computed within the brain based on expected rewards and rewards of others through temporal difference learning.
The document discusses how behavioral economics can provide insights into consumer views and relationships, highlighting concepts like bounded rationality, prospect theory, and cognitive biases that influence decision-making. It also covers developing strong relationship capital through focusing on client outcomes rather than just sales processes, and the potential for virtual assistants to help manage client relationships in the future. The overall message is that understanding human behavior and prioritizing valuable client experiences can help create stronger, longer-lasting relationships.
Preventing the 5 Deadly Diseases of ManagementMischa Ramseyer
The document discusses an interview with W. Edwards Deming about preventing the "5 Deadly Diseases of Management". It summarizes Deming as saying the main diseases are a lack of purpose, management by numbers, short-term thinking, annual performance ratings, and high mobility of management. The interview then provides suggestions for curing these diseases such as defining purpose, aligning business to purpose, optimizing the whole system, developing leaders from within, and letting peers rate each other. The discussion emphasizes continuous improvement, empowering employees, and focusing on craftsmanship, customer satisfaction, and multiple perspectives.
What is Strategy? BI Norwegian Business School STR3600Engage // Innovate
There were three key points made in the document:
1. Strategic management has evolved over time, with different frameworks and tools emerging since the 1950s to help define and analyze strategy.
2. Early frameworks like the BCG matrix in the 1960s and Porter's five forces in the 1980s took an analytical approach to defining industry structure and competitive positioning.
3. More recent approaches emphasize the creative aspect of strategy and view industries as open to reinvention, not predefined by their current state. This includes Blue Ocean Strategy and the idea that imagination can reshape industry boundaries.
This document provides guidance on introducing spirituality in the workplace. It discusses personality types and how to manage them assertively but without aggression or opportunism through detachment, noble intention, and balanced leadership. Key points include focusing on quality over quantity, distributing authority fairly, and leading by example through dignified behavior and living according to spiritual values.
This document discusses the transition from traditional hierarchical information structures and one-way communication to more open, collaborative and social approaches enabled by technologies like the internet and Web 2.0. It notes the increasing complexity in the flow of information and need for filters to manage quality. The importance of both strong and weak social ties is highlighted, with strong ties useful for sharing what is already known and weak ties more useful for spreading new ideas. Examples of how LinkedIn can be used are provided. Contact information is included at the end.
Reflecting on assessment: a tale of hope and ideals j mc-carthyJohn McCarthy
This is an update of my work with educators on the need for us to rethink how grading practices can effectively support and report on student learning and growth.
This document discusses strategic tools for tomorrow's entrepreneurs, risk-takers and pirates. It introduces concepts like strategic innovation, innovation thinking modes like pirate thinking, and tools like the innovation pyramid. It emphasizes the importance of strategic creativity and learning from innovative companies like those started by people under 30. It encourages developing an innovation strategy, such as for a fictional company called Villgjærs, using the different levels of the innovation pyramid as a framework. The document promotes an experimental and future-oriented approach to strategy.
Greg Davies analyzes crowd psychology and group decision-making dynamics to strengthen investment strategies. Three key points:
1) Investors have "myopic loss aversion" where the perceived time horizon shortens in stressful periods, distorting risk perception. This creates an "anxiety premium" where returns are lower.
2) Groups can outperform individuals through wisdom of crowds effects like estimating and problem solving. However, groups also face weaknesses like homogeneity, social influence, and social loafing that reduce performance.
3) Diversity, specialization, independence, and an effective consensus process allow groups to become greater than the sum of members by overcoming weaknesses and leveraging strengths like different information sources and
This document discusses how sustainable behavioral change is key to competitive advantage and growth for organizations. It notes that growth is related to an organization's ability to develop and implement strategy, innovate, improve performance, and solve problems effectively. The document outlines how adding people and complexity can increase transaction and mistake costs for organizations. It emphasizes that no matter an organization's financial resources or promising products, sustained behavioral change is the critical constraint to growth. It suggests organizations achieve the results their systems and structures are designed for, and that changing results requires changing systems. The document provides guidance on clarity, alignment, and integration to create sustained behavioral change through improved strategy, assumptions, structures and behaviors.
The document lists various toys and electronics including a Fisher-Price Rainforest Jumperoo, Vtech Sit-to-Stand Learning Walker, Baby's First Christmas Gift Basket, Fisher-Price Little People Zoo Talkers, Fisher-Price Laugh & Learn Dance And Play Puppy, Playskool Poppin' Park Eelefun Busy Ball Popper, Fisher-Price Disney's rock Star Mickey, TONKA Chuck Race Along Chuck, Moshi Monsters Moshlings 5 Figure Pack, Lalaloopsy Suzette La Sweet, Fisher-Price Barbie Grow Wit Me 1,2,3 Roller Skates, Disney Tangled Sing and Glow Light up Rapunzel Doll, XiaXia Pets
This document summarizes two Russian idioms - "не ударить в грязь лицом", which means "not to throw mud in one's face", and its English equivalent "egg on your face". It provides the meanings of the idioms as not doing anything to hurt oneself or one's reputation. It also cites the sources of the idiom definitions.
The document provides information about mentor training and qualifications for becoming a mentor. It discusses that mentors must meet certain standards to become qualified. Their responsibilities include modeling coaching skills, utilizing an online coaching tool, debriefing readings and assessments, and helping coaches develop growth plans. The document also covers principles of adult learning and tips for mentoring coaches through the certification process using coaching guides at different stages.
Brandle provides enterprise social media governance and web presence management. Risk management is as easy as Discover, Inventory, Monitor, and Manage your entire digital ecosystem.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
This document discusses the transition from traditional hierarchical information structures and one-way communication to more open, collaborative and social approaches enabled by technologies like the internet and Web 2.0. It notes the increasing complexity in the flow of information and need for filters to manage quality. The importance of both strong and weak social ties is highlighted, with strong ties useful for sharing what is already known and weak ties more useful for spreading new ideas. Examples of how LinkedIn can be used are provided. Contact information is included at the end.
Reflecting on assessment: a tale of hope and ideals j mc-carthyJohn McCarthy
This is an update of my work with educators on the need for us to rethink how grading practices can effectively support and report on student learning and growth.
This document discusses strategic tools for tomorrow's entrepreneurs, risk-takers and pirates. It introduces concepts like strategic innovation, innovation thinking modes like pirate thinking, and tools like the innovation pyramid. It emphasizes the importance of strategic creativity and learning from innovative companies like those started by people under 30. It encourages developing an innovation strategy, such as for a fictional company called Villgjærs, using the different levels of the innovation pyramid as a framework. The document promotes an experimental and future-oriented approach to strategy.
Greg Davies analyzes crowd psychology and group decision-making dynamics to strengthen investment strategies. Three key points:
1) Investors have "myopic loss aversion" where the perceived time horizon shortens in stressful periods, distorting risk perception. This creates an "anxiety premium" where returns are lower.
2) Groups can outperform individuals through wisdom of crowds effects like estimating and problem solving. However, groups also face weaknesses like homogeneity, social influence, and social loafing that reduce performance.
3) Diversity, specialization, independence, and an effective consensus process allow groups to become greater than the sum of members by overcoming weaknesses and leveraging strengths like different information sources and
This document discusses how sustainable behavioral change is key to competitive advantage and growth for organizations. It notes that growth is related to an organization's ability to develop and implement strategy, innovate, improve performance, and solve problems effectively. The document outlines how adding people and complexity can increase transaction and mistake costs for organizations. It emphasizes that no matter an organization's financial resources or promising products, sustained behavioral change is the critical constraint to growth. It suggests organizations achieve the results their systems and structures are designed for, and that changing results requires changing systems. The document provides guidance on clarity, alignment, and integration to create sustained behavioral change through improved strategy, assumptions, structures and behaviors.
The document lists various toys and electronics including a Fisher-Price Rainforest Jumperoo, Vtech Sit-to-Stand Learning Walker, Baby's First Christmas Gift Basket, Fisher-Price Little People Zoo Talkers, Fisher-Price Laugh & Learn Dance And Play Puppy, Playskool Poppin' Park Eelefun Busy Ball Popper, Fisher-Price Disney's rock Star Mickey, TONKA Chuck Race Along Chuck, Moshi Monsters Moshlings 5 Figure Pack, Lalaloopsy Suzette La Sweet, Fisher-Price Barbie Grow Wit Me 1,2,3 Roller Skates, Disney Tangled Sing and Glow Light up Rapunzel Doll, XiaXia Pets
This document summarizes two Russian idioms - "не ударить в грязь лицом", which means "not to throw mud in one's face", and its English equivalent "egg on your face". It provides the meanings of the idioms as not doing anything to hurt oneself or one's reputation. It also cites the sources of the idiom definitions.
The document provides information about mentor training and qualifications for becoming a mentor. It discusses that mentors must meet certain standards to become qualified. Their responsibilities include modeling coaching skills, utilizing an online coaching tool, debriefing readings and assessments, and helping coaches develop growth plans. The document also covers principles of adult learning and tips for mentoring coaches through the certification process using coaching guides at different stages.
Brandle provides enterprise social media governance and web presence management. Risk management is as easy as Discover, Inventory, Monitor, and Manage your entire digital ecosystem.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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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.
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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.
2. COACHING AND BEHAVIORAL STYLE
Leading From Your Strengths®
by
Ministry Insights International, Inc.
3. LEADING FROM YOUR STRENGTHS
Mission Alive uses the LFYS profile during
our Discovery Lab assessment of each
church planter
As a coach, it is helpful for you to understand
your LFYS profile so you can work with
others more effectively
You may want to administer the LFYS profile
to new coachees to help you determine how
you can best work together
12. APPLICATIONS
1. Understand how your behavioral tendencies
can cause tension in others.
2. Learn to adjust your behaviors to meet the
needs of others!
3. Coach others appropriate to their natural
strength and strength movement
13. HOW YOUR BEHAVIOR CAUSES TENSION IN OTHERS IF YOU’RE A
HI “L”
And the other person is a hi…
L – your tendencylimits their freedom
situation, if it
to over-control a
O – your concernenvironmentwithout a
motivational
for results,
G – not taking relationships prioritizing
time over
time to listen;
B – being quick, but not thorough enough
14. HOW YOUR BEHAVIOR CAUSES TENSION IN OTHERS IF YOU’RE A
HI “O”
And the other person is a hi…
L – youremotional lack of result orientation;
too
apparent
O – your desireifforlimits their influence
especially it
visibility/influence,
G – the lack of depth in some of your
relationships; quickness
B – lack of attention to details; your
impulsiveness
15. HOW YOUR BEHAVIOR CAUSES TENSION IN OTHERS IF YOU’RE A
HI “G”
And the other person is a hi…
L – time engaged in too much small talk
O – your apparent lack of quickness
– your lack of initiative, especially if it
G means they need to initiate
B – your people/small talk orientation, not
focusing on the task
16. HOW YOUR BEHAVIOR CAUSES TENSION IN OTHERS IF YOU’RE A
HI “B”
And the other person is a hi…
L – your slower and methodical pace
O – your attention to detail
G – not letting them know how you “feel”
B – your desire to be more right/correct
December 11
17. HOW TO RELATE TO A HI…
L = be direct
O = be enthusiastic
G = be relational
B = be factual
18. HOW TO MOTIVATE A HI…
L = goals, challenge, results
O = groups, image
G = time together, personal
affirmation
B = facts, timelines, details
LFYS is a good Intake Assessment for new coacheesBut our purpose today is to look at you & your leadership styleAnd see what that says about your coaching styleWHO HAS READ YOUR LFYS REPORT?LFYS is built upon the old DiSC inventoryOnly with quite a bit more research behind itJohn Trent – authorDiSC went into the public domain in the mid-1950’sMeans there are many different versions of the DiSCSome have some great research behind them – others don’tLFYS has literally tens of thousands of inventories taken that support the typologies4 basic types (Lion, Otter, Golden Retriever & Beaver) (corresponding with DiSC)60 plot points on the wheelOver 19,000 individualized descriptions
Hi “L” or “O” or “G” or “B” is how far to the right (toward +10) you plotLo “L” or “O” or “G” or “B” is how far to the left (toward -10) you plotINFIELDERS - Aggressive, quick on feet, charge the ballOUTFIELDERS - Slower, size-up the situation first, wait for the ball, back up, Infielders & Outfielders use different strategiesIt isn’t important how YOU would solve the problem – Help the coachee figure out how THEY would solve the problem - you are not the Super Hero of Solving Problems-----------------------------------------------------------------------------------------TAKE OUT SHEET OF PAPER -write your name as you would normally -switch pen to other hand – write name again (cursive)Natural Strength is like your dominant hand - this is how you like to do it & how you do it best -but…in a crunch you can do it differently-----------------------------------------------------------------------------------------Any strength can become a limitation if used to the extreme or used inappropriately
Optimists are FarsightedRealists are NearsightedOptimists label Realists as “Pessimists”Realists accuse Optimists of living in a dream worldImagine what this looks like if your coachee is on a staff/team with both Optimists need to invite Realists into conversationOptimists Realists-tend to trust information -Need to validate information (will ask validating questions)-trusts quickly -must earn their trust-tends to present ideas w/ feelings -Wants facts (can shut down w/o them)God placed Optimists in the relationship to see the VisionAnd Realists to see the StepsWhat does this tell you about coaching?
Dynamic people are good “starters”Predictable people are good “finishers”This is about learning how to pass the baton (i.e. starters vs. finishers)PREDICTABLE DYNAMIC-need to know how change will impact them-when they drop the ball – likely feel like failure - when they drop the ball they can blow it off/ignore it-likes slower predictable environment so they can finish – likes faster environment to start many projects-Delegation is hard-Plan things outHow can you imagine this impacting your coaching?
PIONEER STRUCTURED-doing something is better than nothing -don’t want to do something poorly or wrong-Rules/procedures are obstacles -rules/procedures provide protection-asks for forgiveness -asks for permission-sees Many Ways to do something -sees One Way-Accepts risk in accomplishing something -Avoids risk in accomplishing something
Explain Energy line
Take a look at your own movement chart - pg 17Stressors:Cross Energy LineMove more than 5 degrees
DISCUSS AROUND TABLE:How have you seen these styles in yourself?How have you seen them in your coachees?How can these insights impact your coaching?DEBRIEF
The goal is to understand and work well with others.It is easy recognize how others can annoy us, but the goal is… to understand our own behaviors and how they cause anxiety in others.AND…learn to adjust our behavior to reduce others’ stress & increase effective communication
In these slides draw out group suggestions for what causes tension in each instance before you show the statement.
In these slides draw out group suggestions for what causes tension in each instance before you show the statement.
Picnic – Church Announcement example:Act out how each of the behavior types would do an announcementO - “We are so excited to announce an awesome opportunity to have a great time with everyone. We’re having a picnic!! And it’s going to be amazing! Don’ t miss it, next Sunday. We want to see everyone there!G – “We’re having a church family picnic next Sunday after worship. It will be a wonderful opportunity to get to spend some time with your brothers & sisters in Christ and get to know some people you may not yet have met.”L – “There is a picnic next Sunday after worship. Be there!”B – Next Sunday, October 19 we will be hosting a church-wide picnic on the church grounds. It will start immediately after worship is concluded and end precisely at 2pm. The church will provide the drinks and condiments but we ask that each family bring enough food to feed your family plus 2 more people.
How to manage:L’s: Agree upon the goal - “What results do you want?” – “How will you measure?” – then get out of their way.O’s: are difficult to manage one-on-one. The best way is an a group- because they care what they look like. If they commit to the group, they will do it.Gs: Spend time together with them – will take several attempts to help process them .B’s with tracks, timelines or milestones. Be willing to invest time and details.
Plot everyone on this graph on the whiteboard
TEAM = staff, small group leaders, lay leaders, mission teammates, etc.