It is just like riding a bike

Size: px
Start display at page:

Download "It is just like riding a bike"

Transcription

1 AASBO Conference Just Like Riding a Bike Sharleen Smith Director of Professional Development Troy University gssmith@troy.edu It is just like riding a bike Team Work! Teamwork Teamwork is the quintessential contradiction of a society grounded in individual achievement. Marvin R. Weisbord 1

2 Coming together is a beginning; keeping together is progress; working together is success. Henry Ford Team Elements Teams 2

3 Teams relationships personalities engagement cooperation motivation leadership services operations regulations equipment info technology facilities FLAT Territorial battles Jealousy/envy of others performance or successes Divisiveness among employees Gossip, spreading rumors, backstabbing Conflict with one another Lack of communication and/or leadership Lack of loyalty or commitment to the team Lack of work ethic, unity and/or cooperation FLAT Lack of execution Lack of planning and strategy Lack of knowledge and skill of employees Disregard of regulations and/or policies Ineffective and/or poor quality services IT issues 3

4 TEAMS If teams are to be successful in achieving their goals (tasks/processes), they must also be successful at working together (relationships/people). TEAM DEVELOPMENT PERFORMING NORMING STORMING FORMING Team Members The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi 4

5 Team Characteristics CHARACTERISTICS OF EFFECTIVE TEAMS Clear purpose Clear roles Shared values Collaboration Commitment to work Competency at job Established ground rules Mutual accountability Mutual respect Trust among members Open communication Active listening by members Freedom to express thoughts Handle constructive criticism Healthy conflict with harmony Focus on process and results Flexibility Selflessness FROM THE LIST ON THE PRIOR SLIDE A. List 3 characteristics that you perceive as your strengths. What do you add to the team? B. List 3 characteristics that you perceive as your weaknesses. What areas do you need to develop so that you function more productively as a team member? 5

6 ...modern forces of the market place are making the ability to collaborate xxxxxxxxxx and partner with others prerequisites for success and even survival. Work and the Human Spirit John Scherer Leadership is not always a ride in the park! Leadership YOU 6

7 Leadership Strategy Direction Influence Culture As important as strategy is culture eats strategy for lunch! Peter Drucker What culture have you developed or let be developed in your organization? You re the leader. It is your job. 7

8 All progress occurs outside your comfort zone. To become a leader, you must become yourself, become the maker of your own life. But until you truly know yourself, strengths and weaknesses, know what to do and why you want to do it, you cannot succeed but in the most superficial sense of the word. Warren Bennis So regardless of your needs or the challenges you may face, remember that you can succeed because team work is just like riding a bike! 8

Love Notes V2.0 Standards 17

Love Notes V2.0 Standards 17 Love Notes V2.0 Standards 17 DEVELOPED BY NATIONAL ASSOCIATION OF STATE ADMINISTRATORS OF FAMILY AND CONSUMER SCIENCES (Nasafacs) GRADES 9, 10, 11, 12: ADOPTED 2008 Lesson 1: Relationships Today interpersonal

More information

Developing a Culture of Values Through Leadership

Developing a Culture of Values Through Leadership Developing a Culture of Values Through Leadership Vince Lombardi Vince Lombardi---Winning isn t everything it s the only thing Nonetheless, Lombardi later stated that he wished he had never stated these

More information

Coaching for Success Seminar

Coaching for Success Seminar Coaching for Success Seminar April 2014 A Coaching Culture A Coaching Culture What is it? Why is it important? Explore values and beliefs Investing in the coaching relationship Advance the notion of self

More information

The 360 Degree Leader Developing your Influence from Anywhere in the Organization. John C. Maxwell

The 360 Degree Leader Developing your Influence from Anywhere in the Organization. John C. Maxwell The 360 Degree Leader Developing your Influence from Anywhere in the Organization John C. Maxwell The Myths of Leading from the Middle of an Organization 99% of all leadership happens in the middle of

More information

Unit 8: Leadership & Teamwork

Unit 8: Leadership & Teamwork Unit 8: Leadership & Teamwork Complete unit A team? Definition: A team is simply a group of people who work together to achieve a common purpose. In the world of small business, teams may be assembled

More information

Leadership Styles. climate upwards and transforming the spirit of the organization.

Leadership Styles. climate upwards and transforming the spirit of the organization. Leadership Styles Visionary: When you are utilizing your Visionary Style, you are strongly driving the emotional climate upwards and transforming the spirit of the organization. You do this by articulating

More information

Intelligence for Emotional Competence

Intelligence for Emotional Competence Intelligence for Emotional Competence Dr. Manuel Ángel (Coco) Morales If you research deeply within the wider field of social and organizational sciences your will find fresh conceptual models and empirical

More information

A New Manager s Survival Guide: Essential Tips to Make a Smooth Transition into Management. Carol A. Hacker

A New Manager s Survival Guide: Essential Tips to Make a Smooth Transition into Management. Carol A. Hacker A New Manager s Survival Guide: Essential Tips to Make a Smooth Transition into Management Carol A. Hacker Seminar Agenda 1. What s different now that you re the boss? 2. Communicate 3. Learn how to delegate

More information

Emotional Intelligence and Mentoring

Emotional Intelligence and Mentoring Emotional Intelligence and Mentoring Ann Shannon consulting ann@.net.au www..net.au 0412 087 878 Emotional Intelligence was originally proposed to underlie Psychological well-being Life satisfaction The

More information

Lesson 4: Continuous Feedback

Lesson 4: Continuous Feedback PURPOSE The purpose of Lesson 4 is to describe how effective performance management is critical to the DoD culture of high performance; identify trust behaviors between supervisors and employees that build

More information

CREATE YOUR CULTURE Copyright 2017 The Dwyer Group, Inc and Dina Dwyer-Owens. All Rights Reserved

CREATE YOUR CULTURE Copyright 2017 The Dwyer Group, Inc and Dina Dwyer-Owens. All Rights Reserved CREATE YOUR CULTURE WORKBOOK Copyright 2017 The Dwyer Group, Inc and Dina Dwyer-Owens. All Rights Reserved CREATE YOUR CULTURE S ONE TWO CLARIFY YOUR VALUES Complete Worksheets 1 - My Values 2 - Our Values

More information

HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS. Leading4Growth Australia

HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS. Leading4Growth Australia HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS Leading4Growth Australia Introduction By Peter Cox Leadership 101 Do you wonder why some people can lead a team of hundreds,

More information

Leader to Leader: What it Really Takes to Build a High Performance Team. Ralph L. Pim, Ed.D Singapore Leadership Symposium 27 May 2013

Leader to Leader: What it Really Takes to Build a High Performance Team. Ralph L. Pim, Ed.D Singapore Leadership Symposium 27 May 2013 Leader to Leader: What it Really Takes to Build a High Performance Team Ralph L. Pim, Ed.D Singapore Leadership Symposium 27 May 2013 Today s Agenda The Power of Sport The Definite Dozen Dr. Pim s Leadership

More information

For internal circulation of BSNL only

For internal circulation of BSNL only E4-E5 E5 (MANAGEMENT) Leadership & Team Building Leadership Fundamentals Understand.. Learning Objectives why leadership is important the difference between Management v/s Leadership components of effective

More information

BUILDING GOOD WORK RELATIONSHIPS

BUILDING GOOD WORK RELATIONSHIPS Making Work Enjoyable and Productive How good are the relationships that you have with your colleagues? According to the Gallup Organization, people who have a best friend at work are seven times more

More information

For internal circulation of BSNL only. Mobile Phone:

For internal circulation of BSNL only. Mobile Phone: E3-E4 E4 MANAGEMENT Leadership & Team Building Mobile Phone:09412739203 Email: chaubemc@bsnl.co.in Leadership Fundamentals Understand.. Learning Objectives why leadership is important the difference between

More information

The Value of Co-Workers in Engaging and Retaining Talent White Paper

The Value of Co-Workers in Engaging and Retaining Talent White Paper The Value of Co-Workers in Engaging and Retaining Talent White Paper TalentKeepers is celebrating 15 years as a leader in talent management research, awardwinning solutions and proven results in increasing

More information

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA

More information

Leadership Summit. Empowering Leaders to Succeed. Leadership Track

Leadership Summit. Empowering Leaders to Succeed. Leadership Track Leadership Summit Empowering Leaders to Succeed Becoming Your Personal Best As a Leader Overview Module 1: What a Leader Is and Isn t Module 2: The Importance of Refining Leadership Skills Module 3: Integration

More information

The New EMS Leader-Putting It All Together. The Final Chapter. New York State Volunteer Ambulance And Rescue Association PULSE CHECK 2015

The New EMS Leader-Putting It All Together. The Final Chapter. New York State Volunteer Ambulance And Rescue Association PULSE CHECK 2015 New York State Volunteer Ambulance And Rescue Association PULSE CHECK 2015 ANNUAL EDUCATION CONFERENCE September 26, 2015 Objectives (or, what you need to know when we are done) Understanding how your

More information

Leadership: LEC Session 2 Part 1 - Foundations of Leadership

Leadership: LEC Session 2 Part 1 - Foundations of Leadership Leadership: LEC Session 2 Part 1 - Foundations of Leadership Ed Helton, The Leadership Institute at CSU #georgiatourism The System is Flawed--So You Have to Be a LEADER! At Least Two MAJOR Challenges You

More information

Skills. Communication Skills. Analytical/Research Skills. Computer/Technical Literacy

Skills. Communication Skills. Analytical/Research Skills. Computer/Technical Literacy Skills Problem-solving/Reasoning/Creativity Did you turn plummeting sales around Did you fix weak financials Did you play a critical role in a new product launch Did you help raise brand awareness Did

More information

Brig Gen Dan Orcutt 1AF (AFNORTH)/CV 31 Aug 17

Brig Gen Dan Orcutt 1AF (AFNORTH)/CV 31 Aug 17 UNCLASSIFIED This briefing is: UNCLASSIFIED UNCLASSIFIED Brig Gen Dan Orcutt 1AF (AFNORTH)/CV 31 Aug 17 1 Opening Remarks Mission & Priorities Mindset Assumptions & Expectations Worthy of Reminder Who

More information

Most employers believe that a liberal arts foundation with on-the-job experience can sharpen the skills most necessary for today s global economy.

Most employers believe that a liberal arts foundation with on-the-job experience can sharpen the skills most necessary for today s global economy. What Employers Want In today s highly technological, fast-changing workplace, employees are demanding agile workers, who are highly flexible and able to adjust as new jobs emerge. Most employers believe

More information

Leading and Managing People and Processes

Leading and Managing People and Processes Leading and Managing People and Processes APA 16 May 2017 John A. Kline, PhD Troy University Managing People and Processes Armed Forces Comptroller, 53-1 (Winter 2008), 35-38 Gave Seven Points 1. Demonstrate

More information

Supervisors: Skills for Success

Supervisors: Skills for Success HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning

More information

Workplace Behaviors. John Sample. Account Manager Sample Co Your Address Here Your Phone Number Here Your Address Here

Workplace Behaviors. John Sample. Account Manager Sample Co Your Address Here Your Phone Number Here Your  Address Here Workplace Behaviors John Sample Sample Co. 5-22-2013 Introduction Jobs today are forever changing and people have to adapt to these changes at a faster rate than ever before. The changes may be the job

More information

10 Characteristics. How To Be An Effective Leader

10 Characteristics. How To Be An Effective Leader 10 Characteristics How To Be An Effective Leader 1 10 Characteristics that will make you more effective as a leader The question of how to be an effective leader has many answers depending on who you ask.

More information

Individual Feedback Report for

Individual Feedback Report for Individual Feedback Report for Individual Name: John A. Smith Company Name: ABC Company Report Date: 23 Jan 2006 Harcourt Assessment, Inc San Antonio, TX 78259 Sample Report Page 1 Values Arrangement List

More information

Management. Part IV: Leading Ch. 13. Leadership

Management. Part IV: Leading Ch. 13. Leadership Management Part IV: Leading Ch. 13. Leadership Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading

More information

Learning Objectives. 1.1 Describe the management process and why it is important.

Learning Objectives. 1.1 Describe the management process and why it is important. Learning Objectives 1.1 Describe the management process and why it is important. 1.2 Identify and differentiate between the levels of management in an organization. 1.3 Describe the key principles of management

More information

The 21 st Century Career has seen many changes

The 21 st Century Career has seen many changes September 2010 The 21 st Century Career has seen many changes Multiple companies or at least multiple divisions Zig zag career progression developing deep singular subject matter expertise Information

More information

The Seven Levels of Government/ Municipal Agency Consciousness

The Seven Levels of Government/ Municipal Agency Consciousness The Seven Levels of Government/ Municipal Agency Consciousness By Richard Barrett All human group structures grow and develop in consciousness in seven well defined stages. Each stage focuses on a particular

More information

Unit 8 Groups and Group Dynamics

Unit 8 Groups and Group Dynamics Unit 8 Groups and Group Dynamics Needs for belonging to a group Security When people feel threatened, they often join groups with the aim of obtaining greater security. Status People often become members

More information

LEADERSHIP IN THE RHC

LEADERSHIP IN THE RHC LEADERSHIP IN THE RHC ROBIN VELTKAMP HEALTH SERVICES ASSOCIATES OBJECTIVES Gain an understanding of the basics of leadership Gain an understanding of effectively motivating staff and building a team Gain

More information

STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE

STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE THE STÄMPFLI CORPORATE CULTURE Our corporate culture encourages the right of employees to have a say and to help shape the company as well as promoting health,

More information

A Guide to Mapping Business Processes

A Guide to Mapping Business Processes A Guide to Mapping Business Processes 1123 Wilkes Blvd, Suite 320 Columbia, Missouri 65201 USA 573-875-7125 www.gerke.com Table of Contents Overview... 3 Road Map... 5 Business Scenario... 6 Create a Purpose

More information

Dr. Ralph Pim

Dr. Ralph Pim Dr. Ralph Pim ralphpim@gmail.com https://twitter.com/keepdrivinon Today s Game Plan The principles of greatness. Leadership tips for creating greatness. Leading change. Building a culture of greatness.

More information

TEAMS: Communication & Conflict Resolution. Mike Murray, Andrew Rowan, Molly Kainuma

TEAMS: Communication & Conflict Resolution. Mike Murray, Andrew Rowan, Molly Kainuma TEAMS: Communication & Conflict Resolution Mike Murray, Andrew Rowan, Molly Kainuma None of us is as smart as all of us Blachard Ken WHY DO WE WANT OR NEED TEAMS? ADVANTAGES TO A TEAM APPROACH They encourage

More information

6 CRITICAL LEADERSHIP CAPACITIES TO GET YOUR ORGANISATION FROM HERE TO THERE

6 CRITICAL LEADERSHIP CAPACITIES TO GET YOUR ORGANISATION FROM HERE TO THERE The defining trait of organisations that successfully grow and navigate critical change is the practice of regularly revising their form of leadership, thinking and operations. Simply put, these great

More information

Advanced Diploma. Subject: Managerial Skills & Leadership Development

Advanced Diploma. Subject: Managerial Skills & Leadership Development Advanced Diploma Subject: Managerial Skills & Leadership Development This Diploma will help participants gain the essential skills needed to transform themselves from individual contributors to successful

More information

LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT

LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT TABLE OF CONTENTS 2 Introduction 3 Your Assignment 4 Assess Your Skills 5 Competencies 5 Volunteer Leaders and Members 6 When You Lead 7 Respect and

More information

BE A WELLNESS LEADER. Workshop Facilitator: Tom Barker, University of Alberta Project Lead, HWHP

BE A WELLNESS LEADER. Workshop Facilitator: Tom Barker, University of Alberta Project Lead, HWHP BE A WELLNESS LEADER Workshop Facilitator: Tom Barker, University of Alberta Project Lead, HWHP Overview What is Stress? Stress in Human Service Agencies Responding to Stress Organizational: What can your

More information

To achieve Pilot International s vision through servant leadership, encouragement, North Carolina District mission statement

To achieve Pilot International s vision through servant leadership, encouragement, North Carolina District mission statement Leadership To achieve Pilot International s vision through servant leadership, encouragement, guidance and mentoring of our district clubs North Carolina District mission statement Leadership defined The

More information

The Challenge of Change:

The Challenge of Change: The Challenge of Change: Overcoming Resistance and Obtaining Results! A Leadership Perspectives Webinar with Katherine Tyler Scott Otb October 13, 2010 12:00 p.m. 1:00 p.m. Katherine Tyler Scott Facilitator

More information

Building Your CUSP Team: Tips from the Science of Teams

Building Your CUSP Team: Tips from the Science of Teams Building Your CUSP Team: Tips from the Science of Teams Background: Increasing teamwork and communication is a foundational component of patient safety and quality improvement efforts. The need for good

More information

Predictive Index Management Workshop. Workshop Overview

Predictive Index Management Workshop. Workshop Overview Predictive Index Management Workshop Workshop Overview PI MANAGEMENT WORKSHOP LEARNING OBJECTIVES Prerequisites: To participate in this workshop you should have completed e-learning Course 1100: Introduction

More information

Training & Development Brochure

Training & Development Brochure Training & Development Brochure Learning & Development Team Performance Being Intentional Ethics Employee Engagement Team Building The 5 Essential Leadership Questions Education & Training Compliance Training:

More information

Tool 1.2: The Coaching Skills Assessment

Tool 1.2: The Coaching Skills Assessment Tool 1.2: The Coaching Skills Assessment The Person I am Rating is: Name: ο Self Rating ο Other Rating (Check one) The Coaching Skills Checklist Purpose: The Coaching Skills Checklist has been created

More information

PROFESSIONALISM IN THE WORKPLACE ANGELA M. THOMAS M.S.R.T.(R)

PROFESSIONALISM IN THE WORKPLACE ANGELA M. THOMAS M.S.R.T.(R) PROFESSIONALISM IN THE WORKPLACE ANGELA M. THOMAS M.S.R.T.(R) HENRY FORD Coming together is a beginning. Staying together is progress and working together is success. OVERVIEW DEFINITION QUALITIES AND

More information

To become a better active listener and thus reap the benefits of better relationships, less frustration and improved results, consider this PROPOSAL:

To become a better active listener and thus reap the benefits of better relationships, less frustration and improved results, consider this PROPOSAL: To become a better active listener and thus reap the benefits of better relationships, less frustration and improved results, consider this PROPOSAL: P R O P O S A L Probe for understanding. As a listener,

More information

Chapter 1 COPYRIGHTED MATERIAL. Why the Golden Circle? When you are good to others, you are best to yourself. Benjamin Franklin ( )

Chapter 1 COPYRIGHTED MATERIAL. Why the Golden Circle? When you are good to others, you are best to yourself. Benjamin Franklin ( ) Chapter 1 Why the Golden Circle? When you are good to others, you are best to yourself. Benjamin Franklin (1706 1790) COPYRIGHTED MATERIAL Welcome, as you enter the Golden Circle of Business, we hope

More information

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward

More information

A V A Date: 1/26/2004. AVA Individual Fit Report for John Doe Jr. John's fit for Manager of Operations Off Seas is: Poor

A V A Date: 1/26/2004. AVA Individual Fit Report for John Doe Jr. John's fit for Manager of Operations Off Seas is: Poor AVA Individual Fit Report for John Doe Jr. Page 1 of A V A Date: 1/26/2004 AVA Individual Fit Report for John Doe Jr. John's fit for Manager of Operations Off Seas is: Poor Use Jar Profile for:... Importance

More information

NAVIGATING CHANGE IN TIMES OF UNCERTAINTY. Susan L. Newton Nonprofit Learning Center June, 2013

NAVIGATING CHANGE IN TIMES OF UNCERTAINTY. Susan L. Newton Nonprofit Learning Center June, 2013 NAVIGATING CHANGE IN TIMES OF UNCERTAINTY Susan L. Newton Nonprofit Learning Center June, 2013 WHY THIS TOPIC? Change, even that which is for the better, can lead to both positive and negative reactions

More information

Session 7 Creating a Culture of Motivation. Moving Teams to High Performance

Session 7 Creating a Culture of Motivation. Moving Teams to High Performance Session 7 Creating a Culture of Motivation Moving Teams to High Performance (this page blank by design) Session 7 Motivation and High Performance Define and discuss the keys to creating a motivational

More information

MENTORING G UIDE MENTEES. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentees

MENTORING G UIDE MENTEES. for BY TRIPLE CREEK ASSOCIATES, INC Mentoring Guide for Mentees MENTORING G UIDE for MENTEES BY TRIPLE CREEK ASSOCIATES, INC. www.3creek.com 800-268-4422 Mentoring Guide for Mentees 2002 1 Table of Contents What Is Mentoring?... 3 Who Is Involved?... 3 Why Should People

More information

2016 Course Catalog. Evolve e-learning Solutions (866) Authorized Reseller

2016 Course Catalog. Evolve e-learning Solutions  (866) Authorized Reseller 2016 Course Catalog Evolve e-learning Solutions (866) 571-4859 Authorized Reseller Welcome! Welcome to the. With over 350 bite sized, chunked learning courses, Vado provides any organization or learner

More information

CHAPTER 8. Fulfills drives to bond Closer scrutiny by team members Team members are benchmarks of comparison

CHAPTER 8. Fulfills drives to bond Closer scrutiny by team members Team members are benchmarks of comparison 1 CHAPTER 8 Teams: Groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves

More information

integrity. It is vital to be careful and take people seriously during difficult conversations.

integrity. It is vital to be careful and take people seriously during difficult conversations. 8 FIRM LEADERSHIP Creating understanding and acceptance. Fear and insecurity spread in times of uncertainty, when organisational change generates a sense of loss. In conjunction with organisational changes,

More information

LEADERSHIP TOOLKIT EFFECTIVE LEADERSHIP IN A WORLD CLASS ORGANIZATION

LEADERSHIP TOOLKIT EFFECTIVE LEADERSHIP IN A WORLD CLASS ORGANIZATION LEADERSHIP TOOLKIT EFFECTIVE LEADERSHIP IN A WORLD CLASS ORGANIZATION April 2010 Communicate Educate Advocate Seminar Opening Exercise Exercise One Leadership is. In one sentence Exercise Two: A safety

More information

Personal Motivation and Engagement. Sally Sampleton

Personal Motivation and Engagement. Sally Sampleton Personal Motivation and Engagement 7-13-2016 Be Daring, Be First, Be Different PO Box 2418 Peachtree City, GA 30269 Understanding Your Motivators Knowledge of an individual's motivators and attitudes help

More information

Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP

Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP indikem@gmail.com Lesson 9 Organizing and staffing Project Tram Agenda Skill and abilities required for project managers Project structure Project team Many

More information

I T S TIME T O GROW VOLUME 01/04 STEPHEN FOGARTY LEADERSHIP STRATEGIES FOR CHURCH GROWTH

I T S TIME T O GROW VOLUME 01/04 STEPHEN FOGARTY LEADERSHIP STRATEGIES FOR CHURCH GROWTH I T S TIME T O VOLUME 01/04 GROW LEADERSHIP STRATEGIES FOR CHURCH GROWTH STEPHEN FOGARTY Welcome. How do I motivate the volunteers? It s the ever-present challenge of all church leaders. It s Time To Grow

More information

DEVELOPING SELF-AWARENESS AS A LEADER: A HOW-TO GUIDE FOR VOLUNTEERS

DEVELOPING SELF-AWARENESS AS A LEADER: A HOW-TO GUIDE FOR VOLUNTEERS DEVELOPING SELF-AWARENESS AS A LEADER: A HOW-TO GUIDE FOR VOLUNTEERS 12737 E. Euclid Drive Centennial, CO 80111-6445 P (303) 799.1874 F (303) 799.1876 GammaPhiBeta.org 1 TABLE OF CONTENTS Introduction

More information

LEADERSHIP DEVELOPMENT PROGRAM

LEADERSHIP DEVELOPMENT PROGRAM EDUCATIONAL FACILITIES MANAGERS ASSOCIATION LEADERSHIP DEVELOPMENT PROGRAM PART ONE: MANAGING YOURSELF Date: November 7 and 8, 2016 Location: Richmond Intended Learning Outcome their self-awareness their

More information

Contents. Chapter. Working with Others. Section 9.1 Working Relationships Section 9.2 Teamwork and Leadership. Chapter 9 Working with Others

Contents. Chapter. Working with Others. Section 9.1 Working Relationships Section 9.2 Teamwork and Leadership. Chapter 9 Working with Others Chapter 9 Working with Others Chapter 9 Working with Others Contents Section 9.1 Working Relationships Section 9.2 Teamwork and Leadership 1 Key Concepts Identify elements of good working relationships

More information

Summary of Comments on conflict_printable.pdf This page contains no comments

Summary of Comments on conflict_printable.pdf This page contains no comments Summary of Comments on conflict_printable.pdf This page contains no comments Page: 6 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict is normal Conflict is a natural part of the

More information

Leadership: Managing What Matters

Leadership: Managing What Matters Leadership: Managing What Matters APPLYING HUMAN PRINCIPLES TO HUMAN SITUATIONS MARK SLOAN HOMELAND SECURITY & EMERGENCY MANAGEMENT COORDINATOR HARRIS COUNTY, TEXAS AWARENESS UNDERSTANDING TRUST PEOPLE

More information

WHEN CRUCIAL CONVERSATIONS ARE ABOUT PERFORMANCE

WHEN CRUCIAL CONVERSATIONS ARE ABOUT PERFORMANCE Slide 1 WHEN CRUCIAL CONVERSATIONS ARE ABOUT PERFORMANCE Pamela A. Hunter, MA, SHRMP-CP 2017 Project Management Symposium Slide 2 Performance Management Assumptions: True or False? Most employees want

More information

THE LEADERSHIP CIRCLE PROFILE

THE LEADERSHIP CIRCLE PROFILE THE LEADERSHIP CIRCLE PROFILE The Leadership Assessment that illuminates leader effectiveness Connecting Patterns of Action with Habits of Thought The Leadership Circle Profile (LCP) is a true breakthrough

More information

Jaclyn Armstrong, MPH, RD. Health Educator/Dietitian Wellness Program Coordinator

Jaclyn Armstrong, MPH, RD. Health Educator/Dietitian Wellness Program Coordinator Jaclyn Armstrong, MPH, RD Health Educator/Dietitian Wellness Program Coordinator Behaviors Serve a Purpose Coping Avoid discomfort Communication Core beliefs Conditioning Classical Respond in predictable

More information

Our Journey in Creating a Memorable Customer Experience. Vision Mission Values Culture

Our Journey in Creating a Memorable Customer Experience. Vision Mission Values Culture Our Journey in Creating a Memorable Customer Experience Vision Mission Values Culture What s Inside Message from the Chairman......................................... 2 What Customers Bank Stands For...................................

More information

THINK LIKE ZUCK: 5 Secrets of Building and Managing an Innovative

THINK LIKE ZUCK: 5 Secrets of Building and Managing an Innovative THINK LIKE ZUCK: 5 Secrets of Building and Managing an Innovative Business Secret Sauce? Or a Mentality? PASSION PURPOSE PEOPLE PRODUCT PARTNERSHIPS An Eye of an Entrepreneur I know it sounds corny, but

More information

Working in Teams, Unit 2. Unit 2 Objectives. Unit 2 Outline 8/4/2010. Forming and Developing a Team for HIT

Working in Teams, Unit 2. Unit 2 Objectives. Unit 2 Outline 8/4/2010. Forming and Developing a Team for HIT Working in Teams, Unit 2 Forming and Developing a Team for HIT Working in Teams/Unit 2 1 Unit 2 Objectives At the end of this unit the learner will be able to: 1. Describe stages of team development 2.

More information

STUDENT ORGANIZATION SUCCESS FRAMEWORK

STUDENT ORGANIZATION SUCCESS FRAMEWORK STUDENT ORGANIZATION SUCCESS FRAMEWORK Student organizations at The Ohio State University provide opportunities for individual leadership development, organizational success and community engagement. The

More information

17. Under the systems effect, each person affects the whole group/organization. True False 18. An organization's performance is based on the

17. Under the systems effect, each person affects the whole group/organization. True False 18. An organization's performance is based on the ch01 Student: 1. According to the myths of human relations, technical skills are more important than human relations skills. 2. According to recruiters at major corporations, seeking employees with stronger

More information

White paper. Syncing UP your multigenerational workforce

White paper. Syncing UP your multigenerational workforce White paper Syncing UP your multigenerational workforce 1 Introduction A lot has been written about the intergenerational conflict brewing in our workplaces. With five generations in the workplace (more

More information

Sample 360 Group Report KF Migration Testing-5.1

Sample 360 Group Report KF Migration Testing-5.1 Sample 360 Group Report KF Migration Testing-5.1 The PROFILOR for Mid-Level Leaders May 2015 The PROFILOR is an instrument developed to provide feedback and development focus and recommendations to individuals

More information

The Manager Foundation Job Competency Guide

The Manager Foundation Job Competency Guide What are Job Competencies? They are skills, attributes and behaviors that are required in order to be able to effectively do the job. Therefore they vary according to the job. WHY are Job Competencies

More information

You cannot manage [people] into battle. You manage things; you lead people. Grace Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986

You cannot manage [people] into battle. You manage things; you lead people. Grace Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986 Leadership is influencing people -- by providing purpose, direction, and motivation -- while operating to accomplish the mission and improving the organization. U.S. Army You cannot manage [people] into

More information

Competency Catalog June 2010

Competency Catalog June 2010 Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on

More information

TRAINING GOALS: EMOTIONAL INTELLIGENCE FOR SUPERVISORS. Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP

TRAINING GOALS: EMOTIONAL INTELLIGENCE FOR SUPERVISORS. Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP EMOTIONAL INTELLIGENCE FOR SUPERVISORS Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP CONCERN is a part of the Corporate Health division of the TriHealth Healthcare System. We Provide a range of services,

More information

Training Institute Course Guide. Achieving Peak Performance: at work, at home. Strengthening People - Building Community

Training Institute Course Guide. Achieving Peak Performance: at work, at home. Strengthening People - Building Community Training Institute Achieving Peak Performance: at work, at home 2017-18 Course Guide Strengthening People - Building Community Leadership & Management Trainings (These trainings are considered the Supervisory

More information

LESSON 3: DEVELOPING YOUR PERSONAL LEADERSHIP STYLE

LESSON 3: DEVELOPING YOUR PERSONAL LEADERSHIP STYLE LESSON 3: DEVELOPING YOUR PERSONAL LEADERSHIP STYLE L E A D E R S H I P I S A C O M B I N A T I O N O F S T R A T E G Y A N D C H A R A C T E R. I F Y O U M U S T B E W I T H O U T O N E, B E W I T H O

More information

CREATING A COMMUNITY ROAD MAP TO ACHIEVE ITS PREFERRED FUTURE. Planning Model. Objectives. Strategies. Action Steps

CREATING A COMMUNITY ROAD MAP TO ACHIEVE ITS PREFERRED FUTURE. Planning Model. Objectives. Strategies. Action Steps CREATING A COMMUNITY ROAD MAP.doc 1 CREATING A COMMUNITY ROAD MAP TO ACHIEVE ITS PREFERRED FUTURE Core values Vision Situation Analysis Goals Planning Model Objectives Strategies Action Steps Implementation

More information

THE EMPLOYEE ENGAGEMENT METRICS EXPLAINED

THE EMPLOYEE ENGAGEMENT METRICS EXPLAINED THE 10 EMPLOYEE ENGAGEMENT METRICS EXPLAINED Metric 1: PERSONAL GROWTH The Personal Growth Metric represents the level of autonomy employees have, whether or not they re improving their skills and if they

More information

Introduction. Xavier Barcons Director General. Credit: ESO/M. Zamani

Introduction. Xavier Barcons Director General. Credit: ESO/M. Zamani ESO People Policy Introduction Credit: ESO/M. Zamani Essential ingredients for ESO s continued success after more than 50 years include its magnificent sites, its state-of-the-art facilities, strong support

More information

MAINTAINING WORKPLACE CIVILITY WHILE DEALING WITH BULLYING

MAINTAINING WORKPLACE CIVILITY WHILE DEALING WITH BULLYING MAINTAINING WORKPLACE CIVILITY WHILE DEALING WITH BULLYING WHAT IS CIVILITY? Civility is an essential behavior of all employees in all organizations. These are the interpersonal rules of engagement for

More information

The Servant Leader:! Enabling Exceptional Performance

The Servant Leader:! Enabling Exceptional Performance The Servant Leader: Enabling Exceptional Performance Chris De Santis with help from Warren Bennis, Robert Thomas, Daniel Goleman, Robert Greenleaf, Peter Drucker, Joseph Nye, Sylvia Hewlett, Carol Dweck

More information

THE MENTORING PROGRAM

THE MENTORING PROGRAM THE MENTORING PROGRAM Supporting the Practice of Law CONTENTS Introduction 3 What is Mentoring? 3 How the Program Works 3 The Role of LIANS 5 The Mentor s Role 5 The Mentee s Role 7 INTRODUCTION Many organizations

More information

A leader lives in each of us. Leadership is one of the four functions of management.

A leader lives in each of us. Leadership is one of the four functions of management. MODULE 16 A leader lives in each of us MODULE GUIDE 16.1 What are the foundations for effective leadership? What are current issues and directions in leadership development? Leadership is one of the four

More information

Leadership Rules. Dealing With Difficult Patients. Don t be the target! Rule #1. Workplace Violence OSHA Rule #2 2/10/2016

Leadership Rules. Dealing With Difficult Patients. Don t be the target! Rule #1. Workplace Violence OSHA Rule #2 2/10/2016 Leadership Rules Dealing With Difficult Patients Lynn Lawrence, CMSgt(ret) USAF CPOT, ABOC, COA A lack of leadership is toxic to every situation Protects patients and staff Visibility is power Rule #1

More information

ANA Adopted Values and Associated Behaviors. May 27, 2015

ANA Adopted Values and Associated Behaviors. May 27, 2015 Background ANA Adopted Values and Associated Behaviors May 27, 2015 - Values work launched at the February Directors Retreat. - A Values work group (Directors) determined and recommended a draft of 5 ANA

More information

General Information. 1. What department do you work for? 2. How long have you worked for the City? 3. Supervision: Do you supervise other employee(s)?

General Information. 1. What department do you work for? 2. How long have you worked for the City? 3. Supervision: Do you supervise other employee(s)? General Information 1. What department do you work for? Administrative Services City Attorney Community and Economic Development Community Services Court Executive Human Resources & Risk Management Police

More information

Dealing with Conflict in Leadership

Dealing with Conflict in Leadership Dealing with Conflict in Leadership C L A R E H I L L, C E O & T A L W Y N W H E T T E R, H E A D O F G L O B A L S O L U T I O N S & S U S T A I N A B I L I T Y W E C O N N E C T I N T E R N A T I O N

More information

Dealing With Difficult Situations. Leadership Rules. Rule #1 3/23/2015. Most difficult situations can be avoided, so they should be avoided

Dealing With Difficult Situations. Leadership Rules. Rule #1 3/23/2015. Most difficult situations can be avoided, so they should be avoided Dealing With Difficult Situations Lynn Lawrence, CMSgt(ret) USAF CPOT, ABOC, COA 27 Mar 14 A lack of leadership is toxic to every situation Leadership Rules Protects patients and staff Visibility is power

More information

LEVEL 10 Leadership. Building High Performing Teams and Creating a Culture for Success. Mike Monson April 2011

LEVEL 10 Leadership. Building High Performing Teams and Creating a Culture for Success. Mike Monson April 2011 Building High Performing Teams and Creating a Culture for Success Mike Monson April 2011 Overview Building Blocks to Building High Performing Teams and Creating a Culture of Success INSPIRING CHARACTER

More information

ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS

ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS Approved by the Board of Directors of OTE S.A. by minutes No 2914 /18-12-2012 (Single item) OTE GROUP CHIEF HUMAN RESOURCES OFFICER EXECUTIVE DIRECTOR COMPLIANCE,

More information

CONTENTS. 2 Winning hearts

CONTENTS. 2 Winning hearts Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning

More information