Executive Execution - E4: Focusing Attention Daniel Mueller
油
The document discusses focusing attention as an important executive competency. It provides tips for improving the ability to focus attention, such as increasing self-discipline to stay on task, improving sequential thinking skills, decreasing distractions, and avoiding multi-tasking. Developing strong focus is important for executive performance and achieving results. The document advises reflecting on personal weaknesses with focus and developing strategies to focus better.
Executive Execution - E6: Managing Meetings Daniel Mueller
油
This document discusses managing meetings effectively as an executive. It provides an overview of a 10-week course on executive competencies that includes a module on managing meetings. This module discusses skills like structuring staff meetings, designing off-sites, managing agendas, driving closure and actions, setting up accountability systems, and ensuring follow-up. Effective meeting management is important for executives to drive results and get work done through others. The document provides discussion questions to help executives improve their skills in managing meetings.
Experience Explorer Introduction by Anand Chandrasekar and Meena WilsonCharles Palus
油
Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development enhancing leaders ability to learn from experience at all levels. Experience Explorer is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.
Executive Execution - E1: Creating Innovation Daniel Mueller
油
This document outlines a 10-week executive training program on getting solid executive results. The first week focuses on creating innovation and provides 7 ways to do so: 1) Think outside the box, 2) Discover more possibilities, 3) Explore ways to innovate, 4) Challenge pre-existing paradigms, 5) Allow yourself and others permission to explore, 6) Tap into existing creativity or draw it out from others, and 7) Create an environment that supports creativity and innovation. The program will cover additional topics each week such as driving action, driving results, focusing attention, leveraging intelligence, managing meetings, managing time and priorities, organizing self and others, running the business, and solving problems.
Unit 5 Assignment Unit outcomes addressed in this Assignm.docxmarilucorr
油
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 35 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
020
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
035
Discussion of factors impacting the appraisal
process.
020
Based on all the above when and why would
you recommend employee training and
development plans?
035
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
Project Task List and Schedule
Michael Boddie
Project Planning and Implementation
CMGT/410
John Burwick
November 9, 2017
An off-site event requires a lot of things which should be managed properly to make it successful. If you will not be able to manage the event then the results will not be according to the requirements. There are three main things which should be considered when you are managing an off-site event. Following are those three things:
揃 Meeting space
揃 Technology requirements
揃 Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
S.No
Task
Relationship
1
Training
1.1
Finalizing the Training Agenda
1.2
Designing the Training Course
FS
1.1
1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
This document provides guidance on performance management for AIESEC New Zealand entities. It discusses setting key performance indicators and goals to ensure members and teams are progressing toward overall organizational goals. When performance issues arise, the document recommends analyzing root causes, such as skills, leadership, or work environment, and addressing issues through personal or organizational changes. It cautions that performance management should focus on development, not just numbers, and emphasizes regular communication over rigid processes. The goal of performance management is to drive high performance through management and development.
This document outlines an organizational training program on enhancing strategic execution culture. The program aims to help participants understand strategic execution concepts, learn the key pillars of effective strategic execution, and acquire techniques to improve transforming strategies into actions. The key pillars of execution discussed are alignment, architecture/governance, ability, agility, and atmosphere. The training will explore why execution matters, what execution is, and causes of strategy-execution failure. Participants will develop an action plan to assess their organization's strengths and areas for improvement in strategic execution.
This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management techniques. Participants will learn how to better lead themselves, their teams, and organizations. The document outlines the bootcamp objectives, participant testimonials, and information on what participants can expect and how to maximize their experience.
This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management. The document outlines the objectives, expected takeaways, and tips for participants to get the most benefits from attending the bootcamp.
The document provides an overview of training analysis, which is the first step in the ADDIE model of instructional design. It explains that training analysis involves performing a needs assessment, learner analysis, task analysis, and cost-benefit analysis to determine if training is the appropriate solution and what should be covered. The analysis phase establishes the basis for the design and development of the training program. It ensures the training fulfills a business need and identifies what needs to be learned, the performance standards, who needs to learn it, and how the learning will be delivered. The document outlines the key elements of each type of analysis and provides examples.
The document discusses the challenges of evaluation in training and provides recommendations to improve it. Some of the key barriers to evaluation include it being seen as too difficult, time-consuming, or scary. However, improved evaluation is needed to demonstrate the value of training, optimize programs, and ensure continuous improvement. The document recommends that training professionals develop a better understanding of concepts like goals, measurement, and return on investment. Having a clear line of sight from training goals to organizational objectives can help effectively evaluate programs.
Strategic Planning The PROCESS Handout 2024.pdfBloomerang
油
The document discusses the importance of strategic planning for non-profits, providing an overview of the strategic planning process including defining a plan, securing buy-in, identifying stakeholders, conducting an environmental scan, creating a multi-year plan, and tips for an effective process. It is a presentation from the consulting group Funding for Good on how to develop a strategic plan that produces results for an organization.
What makes a Project Manager truly great? Over the years of working the good, the bad, and the ugly when it comes Project Managers, Erika Flora from BEYOND20 talks about the key characteristics and habits that make someone in this field genuinely great at their job. The best news is that these are all habits that can be developed, and with a little work, everyone can become a great Project Manager.
ITSM Academy Webinar - ITSM Adoption: The Ingredients of Success for Organiza...ITSM Academy, Inc.
油
Service Management is performed by people supported by processes and technology. While we can use the ITIL framework for the processes and various ITSM tools as the technology, we still need to support people as they adapt to the changes required for success. Why is it so difficult? Why doesnt everyone just follow the process?
This presentation examines organizational change as it relates to ITSM. Join us as we talk about simple ingredients for improving acceptance and reducing your frustration.
The Five New Habits of the Successful IT OrganizationIvanti
油
The document outlines 5 habits of successful IT organizations: 1) Focusing on culture and people by creating an open, diverse, and entrepreneurial environment that prioritizes mental health. 2) Developing a renewed passion for customers by establishing direct connections, providing transparency, and upskilling staff. 3) Creating a 2-year living roadmap for automation and AI to guide proactive technology decisions. 4) Driving business innovation from within IT through a focus on user experience, risk-taking, and engaging business owners. 5) Applying best practices and frameworks in moderation by understanding the IT strategy and simplifying everything to focus on service value and defining business outcomes.
The document outlines a 4-step process from Visiting CEOTM to help companies improve problems, people, and profits. Step 1 involves a Fresh Eyes Assessment to identify what is and isn't working. Step 2 focuses on converting problems into profits by improving people dynamics, company structure, and using strategic tools/methods. Step 3 develops a succession/legacy plan. Step 4 establishes an ongoing Corporate University for customized training to help people grow. The overall approach aims to identify issues, engage and develop employees, and position the company for long-term success.
ESOP Committees How They Interact And Setting Up a Communications Committee-2Christopher T. Horner II
油
This document discusses how to set up an effective ESOP Communications Committee. It provides an overview of different types of ESOP committees and their roles. It then discusses key considerations for establishing a Communications Committee, including its mission, structure, membership, budget, and bylaws. The document draws on examples from The Onyx Group and CTL Engineering to illustrate how they have successfully implemented Communications Committees to strengthen employee ownership culture.
This document provides a summary of a planning system called CHAOS Management that uses a 5-step process to help businesses conquer chaos and plan effectively. It discusses that CHAOS stands for a condition of disorder and confusion. The 5-step CHAOS Management solution involves a fast and easy planning and performance system. It then lists 5 common reasons why businesses fail to plan, including that planning takes too long, the plan is only in one's head, and a lack of clarity on what a business plan is. Finally, it outlines 5 secrets to effective business planning, including having a clear vision and mission statement, setting annual objectives, defining strategies, creating action plans, and developing a one-page business plan.
This document appears to be a survey questionnaire for employees at a company called AV regarding employee motivation and retention. The survey collects general personal information from respondents and asks them to rate their level of agreement with statements across several factors impacting employee motivation, including working environment/conditions, nature of work, remuneration policy, career development policy, human resource management policy, and employee retention. The goal is to gather management reference data on motivating and retaining employees at AV.
This document outlines leadership development programs offered by The Productive Leadership Institute. It discusses the need to develop leaders at all levels of an organization to drive performance. The institute offers four programs focused on personal productivity, personal leadership, strategic leadership, and motivational leadership. Each program involves sessions on key competencies and results in a graduation. Research shows organizations with strong leadership at all levels significantly outperform peers in revenue and profit growth.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
Learning objective: Examine methods to build your capacity to foster high-performing teams
As organizations become increasingly collaborative, the nature of teamwork has evolved significantly. Today, team leaders often find themselves managing virtual teams across various time zones, navigating home-office distractions, and addressing a range of personal challenges their team members may face. In this dynamic workplace, effective leadership requires a blend of traditional and modern skills to drive results and foster a supportive team workplace.
This course is designed to equip you with essential skills for leading and participating in todays varied and remote teams. You will explore the stages of team development, learn practical teamwork strategies, and familiarize yourself with collaboration tools that enhance productivity and cohesion. The seminar emphasizes creating a facilitative油workplace油by empowering team members to make decisions at all levels, which can significantly strengthen team dynamics and engagement.油
Additionally, you will gain insights into promoting a compassionate and caring approach, ensuring that team members feel supported and valued. Join us to develop the capabilities needed to lead your team effectively, achieve organizational goals, and build a resilient, collaborative workplace.油
At the end of the seminar, attendees will:
1.油油 油Learn techniques to guide your team through each phase to ensure growth and cohesion.
2.油油 油Discover methods to enhance collaboration, manage virtual interactions, and overcome familiar challenges in a modern workplace.油
3.油油 油Learn how to leverage resources to improve productivity, streamline communication, and maintain team cohesion across different time zones and locations.
4.油油 油Understand how to empower team members to exercise decision-making authority at all levels, fostering a sense of ownership and engagement.
5.油油 油Learn how to address personal challenges faced by team members and ensure they feel supported and valued.
6.油油 油Enhance your leadership capabilities to effectively navigate the complexities of modern teamwork and achieve organizational goals.
Tran Quoc Bao: Revolutionizing Healthcare with Vision and StrategyIgnite Capital
油
Tran Quoc Bao is at the forefront of transforming Vietnam's healthcare sector, blending visionary leadership with deep financial expertise. As CEO of Prima Saigon, Vietnams premier international daycare and ambulatory hospital, Bao has set a new standard for medical care and innovation. His leadership has propelled Prima Saigon into the spotlight as a benchmark institution for healthcare excellence. Baos impact stretches beyond his hospital, as he serves as an advisory board member for Asian Hospital & Healthcare Management, a global publication shaping healthcare policy.
With nearly two decades of experience, Baos career spans both healthcare administration and investment banking, positioning him as a thought leader in the sector. His journey includes key roles at prestigious institutions like City International Hospital, FV Hospital, TMMC Healthcare, and Cao Tang Hospital. Bao spearheaded Cao Tang Hospitals transformation into Vietnams first Joint Commission International (JCI)-accredited facility, a milestone that placed Vietnam firmly on the global healthcare map.
Bao is not only a healthcare innovator but also a financial strategist with impressive credentialsCFA速, CMT速, CPWA速, and FMVA速. He has been behind more than $2 billion in healthcare mergers and acquisitions, reshaping Vietnams healthcare investment landscape. His unique ability to integrate healthcare expertise with financial strategy has earned him recognition as a leading voice in the industry.
A prolific contributor to global healthcare discussions, Bao has written over 20 articles for major publications such as Bloomberg, Forbes, US News, Travel & Leisure, and Voice of America. His insights on healthcare investment and innovation have positioned him as a sought-after expert in the field. Among his many accolades, Bao was named Healthcare Executive of the Year (Vietnam) in 2021 and Medical Tourism Leader of the Year by Medical Excellence Japan.
Baos strategic influence extends to consulting giants like BCG, Bain, and McKinsey, where he advises on some of Asias most strategic healthcare investments. His unmatched vision and leadership continue to shape the future of healthcare, both in Asia and globally, ensuring that his influence will be felt for years to come.
More Related Content
Similar to Executive Execution - E7: Managing Time and Priorities (20)
Executive Execution - E1: Creating Innovation Daniel Mueller
油
This document outlines a 10-week executive training program on getting solid executive results. The first week focuses on creating innovation and provides 7 ways to do so: 1) Think outside the box, 2) Discover more possibilities, 3) Explore ways to innovate, 4) Challenge pre-existing paradigms, 5) Allow yourself and others permission to explore, 6) Tap into existing creativity or draw it out from others, and 7) Create an environment that supports creativity and innovation. The program will cover additional topics each week such as driving action, driving results, focusing attention, leveraging intelligence, managing meetings, managing time and priorities, organizing self and others, running the business, and solving problems.
Unit 5 Assignment Unit outcomes addressed in this Assignm.docxmarilucorr
油
Unit 5 Assignment
Unit outcomes addressed in this Assignment:
Identify the need for employee training and development
Explain the six steps in the appraisal process
Discuss how management by objective (MBO) can be used as an appraisal method
Explain why performance appraisals might be distorted
Course outcome assessed/addressed in this Assignment
HA530-2: Recommend employee training and development
plans. Instructions
Research four peer review articles from Kaplan Library on employee training and
development, the appraisal process, management by objective (MBO) used as an
appraisal method, why performance appraisals might be distorted.
You will summarize your results in a written report 35 pages in length, not including the
Cover Page and References. APA format applies. See the Kaplan Writing center for APA
links. Submit the assignment through the course Dropbox.
1. Briefly describe the appraisal process and how it should work.
2. What are some major factors that distort performance appraisals?
3. How can the appraisal process motivate staff to do a good job?
4. What can managers do to make the meeting more successful?
5. Based on all the above, when and why would you recommend employee training
and development plans?
Submit to the correct dropbox.
Unit 5 Assignment Grading Rubric = 110 points
Assignment Requirements Points
possible
Points
earned by
student
Description of the appraisal process and how it
should work.
020
Discussion of how the appraisal process can
motivate staff to do a good job and, what
managers can do to make the meeting more
successful?
035
Discussion of factors impacting the appraisal
process.
020
Based on all the above when and why would
you recommend employee training and
development plans?
035
Total (Sum of all points)
Points deducted for spelling, grammar,
and/or APA errors.
Adjusted total points
Instructor Feedback:
Project Task List and Schedule
Michael Boddie
Project Planning and Implementation
CMGT/410
John Burwick
November 9, 2017
An off-site event requires a lot of things which should be managed properly to make it successful. If you will not be able to manage the event then the results will not be according to the requirements. There are three main things which should be considered when you are managing an off-site event. Following are those three things:
揃 Meeting space
揃 Technology requirements
揃 Catering service
When these three things will be ordered and managed in a proper way then everything will work smoothly otherwise it can be a difficult task to manage the things.
S.No
Task
Relationship
1
Training
1.1
Finalizing the Training Agenda
1.2
Designing the Training Course
FS
1.1
1.3
Identifying the Technological Requirements
FS
1.2
1.4
Finalizing the Training Schedule
FS
1.3
1.5
Looking Up for the trainer
FS
1.4
1.6
Check and Shortlist the profiles
FS
1.5 ...
This document provides guidance on performance management for AIESEC New Zealand entities. It discusses setting key performance indicators and goals to ensure members and teams are progressing toward overall organizational goals. When performance issues arise, the document recommends analyzing root causes, such as skills, leadership, or work environment, and addressing issues through personal or organizational changes. It cautions that performance management should focus on development, not just numbers, and emphasizes regular communication over rigid processes. The goal of performance management is to drive high performance through management and development.
This document outlines an organizational training program on enhancing strategic execution culture. The program aims to help participants understand strategic execution concepts, learn the key pillars of effective strategic execution, and acquire techniques to improve transforming strategies into actions. The key pillars of execution discussed are alignment, architecture/governance, ability, agility, and atmosphere. The training will explore why execution matters, what execution is, and causes of strategy-execution failure. Participants will develop an action plan to assess their organization's strengths and areas for improvement in strategic execution.
This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management techniques. Participants will learn how to better lead themselves, their teams, and organizations. The document outlines the bootcamp objectives, participant testimonials, and information on what participants can expect and how to maximize their experience.
This document provides information about an upcoming Leadership 5.0 Bootcamp. The bootcamp aims to help participants acquire leadership skills through a 5-day experiential learning program. It will cover topics like leadership, empathy, blended working, and outcome-based project management. The document outlines the objectives, expected takeaways, and tips for participants to get the most benefits from attending the bootcamp.
The document provides an overview of training analysis, which is the first step in the ADDIE model of instructional design. It explains that training analysis involves performing a needs assessment, learner analysis, task analysis, and cost-benefit analysis to determine if training is the appropriate solution and what should be covered. The analysis phase establishes the basis for the design and development of the training program. It ensures the training fulfills a business need and identifies what needs to be learned, the performance standards, who needs to learn it, and how the learning will be delivered. The document outlines the key elements of each type of analysis and provides examples.
The document discusses the challenges of evaluation in training and provides recommendations to improve it. Some of the key barriers to evaluation include it being seen as too difficult, time-consuming, or scary. However, improved evaluation is needed to demonstrate the value of training, optimize programs, and ensure continuous improvement. The document recommends that training professionals develop a better understanding of concepts like goals, measurement, and return on investment. Having a clear line of sight from training goals to organizational objectives can help effectively evaluate programs.
Strategic Planning The PROCESS Handout 2024.pdfBloomerang
油
The document discusses the importance of strategic planning for non-profits, providing an overview of the strategic planning process including defining a plan, securing buy-in, identifying stakeholders, conducting an environmental scan, creating a multi-year plan, and tips for an effective process. It is a presentation from the consulting group Funding for Good on how to develop a strategic plan that produces results for an organization.
What makes a Project Manager truly great? Over the years of working the good, the bad, and the ugly when it comes Project Managers, Erika Flora from BEYOND20 talks about the key characteristics and habits that make someone in this field genuinely great at their job. The best news is that these are all habits that can be developed, and with a little work, everyone can become a great Project Manager.
ITSM Academy Webinar - ITSM Adoption: The Ingredients of Success for Organiza...ITSM Academy, Inc.
油
Service Management is performed by people supported by processes and technology. While we can use the ITIL framework for the processes and various ITSM tools as the technology, we still need to support people as they adapt to the changes required for success. Why is it so difficult? Why doesnt everyone just follow the process?
This presentation examines organizational change as it relates to ITSM. Join us as we talk about simple ingredients for improving acceptance and reducing your frustration.
The Five New Habits of the Successful IT OrganizationIvanti
油
The document outlines 5 habits of successful IT organizations: 1) Focusing on culture and people by creating an open, diverse, and entrepreneurial environment that prioritizes mental health. 2) Developing a renewed passion for customers by establishing direct connections, providing transparency, and upskilling staff. 3) Creating a 2-year living roadmap for automation and AI to guide proactive technology decisions. 4) Driving business innovation from within IT through a focus on user experience, risk-taking, and engaging business owners. 5) Applying best practices and frameworks in moderation by understanding the IT strategy and simplifying everything to focus on service value and defining business outcomes.
The document outlines a 4-step process from Visiting CEOTM to help companies improve problems, people, and profits. Step 1 involves a Fresh Eyes Assessment to identify what is and isn't working. Step 2 focuses on converting problems into profits by improving people dynamics, company structure, and using strategic tools/methods. Step 3 develops a succession/legacy plan. Step 4 establishes an ongoing Corporate University for customized training to help people grow. The overall approach aims to identify issues, engage and develop employees, and position the company for long-term success.
ESOP Committees How They Interact And Setting Up a Communications Committee-2Christopher T. Horner II
油
This document discusses how to set up an effective ESOP Communications Committee. It provides an overview of different types of ESOP committees and their roles. It then discusses key considerations for establishing a Communications Committee, including its mission, structure, membership, budget, and bylaws. The document draws on examples from The Onyx Group and CTL Engineering to illustrate how they have successfully implemented Communications Committees to strengthen employee ownership culture.
This document provides a summary of a planning system called CHAOS Management that uses a 5-step process to help businesses conquer chaos and plan effectively. It discusses that CHAOS stands for a condition of disorder and confusion. The 5-step CHAOS Management solution involves a fast and easy planning and performance system. It then lists 5 common reasons why businesses fail to plan, including that planning takes too long, the plan is only in one's head, and a lack of clarity on what a business plan is. Finally, it outlines 5 secrets to effective business planning, including having a clear vision and mission statement, setting annual objectives, defining strategies, creating action plans, and developing a one-page business plan.
This document appears to be a survey questionnaire for employees at a company called AV regarding employee motivation and retention. The survey collects general personal information from respondents and asks them to rate their level of agreement with statements across several factors impacting employee motivation, including working environment/conditions, nature of work, remuneration policy, career development policy, human resource management policy, and employee retention. The goal is to gather management reference data on motivating and retaining employees at AV.
This document outlines leadership development programs offered by The Productive Leadership Institute. It discusses the need to develop leaders at all levels of an organization to drive performance. The institute offers four programs focused on personal productivity, personal leadership, strategic leadership, and motivational leadership. Each program involves sessions on key competencies and results in a graduation. Research shows organizations with strong leadership at all levels significantly outperform peers in revenue and profit growth.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
Learning objective: Examine methods to build your capacity to foster high-performing teams
As organizations become increasingly collaborative, the nature of teamwork has evolved significantly. Today, team leaders often find themselves managing virtual teams across various time zones, navigating home-office distractions, and addressing a range of personal challenges their team members may face. In this dynamic workplace, effective leadership requires a blend of traditional and modern skills to drive results and foster a supportive team workplace.
This course is designed to equip you with essential skills for leading and participating in todays varied and remote teams. You will explore the stages of team development, learn practical teamwork strategies, and familiarize yourself with collaboration tools that enhance productivity and cohesion. The seminar emphasizes creating a facilitative油workplace油by empowering team members to make decisions at all levels, which can significantly strengthen team dynamics and engagement.油
Additionally, you will gain insights into promoting a compassionate and caring approach, ensuring that team members feel supported and valued. Join us to develop the capabilities needed to lead your team effectively, achieve organizational goals, and build a resilient, collaborative workplace.油
At the end of the seminar, attendees will:
1.油油 油Learn techniques to guide your team through each phase to ensure growth and cohesion.
2.油油 油Discover methods to enhance collaboration, manage virtual interactions, and overcome familiar challenges in a modern workplace.油
3.油油 油Learn how to leverage resources to improve productivity, streamline communication, and maintain team cohesion across different time zones and locations.
4.油油 油Understand how to empower team members to exercise decision-making authority at all levels, fostering a sense of ownership and engagement.
5.油油 油Learn how to address personal challenges faced by team members and ensure they feel supported and valued.
6.油油 油Enhance your leadership capabilities to effectively navigate the complexities of modern teamwork and achieve organizational goals.
Tran Quoc Bao: Revolutionizing Healthcare with Vision and StrategyIgnite Capital
油
Tran Quoc Bao is at the forefront of transforming Vietnam's healthcare sector, blending visionary leadership with deep financial expertise. As CEO of Prima Saigon, Vietnams premier international daycare and ambulatory hospital, Bao has set a new standard for medical care and innovation. His leadership has propelled Prima Saigon into the spotlight as a benchmark institution for healthcare excellence. Baos impact stretches beyond his hospital, as he serves as an advisory board member for Asian Hospital & Healthcare Management, a global publication shaping healthcare policy.
With nearly two decades of experience, Baos career spans both healthcare administration and investment banking, positioning him as a thought leader in the sector. His journey includes key roles at prestigious institutions like City International Hospital, FV Hospital, TMMC Healthcare, and Cao Tang Hospital. Bao spearheaded Cao Tang Hospitals transformation into Vietnams first Joint Commission International (JCI)-accredited facility, a milestone that placed Vietnam firmly on the global healthcare map.
Bao is not only a healthcare innovator but also a financial strategist with impressive credentialsCFA速, CMT速, CPWA速, and FMVA速. He has been behind more than $2 billion in healthcare mergers and acquisitions, reshaping Vietnams healthcare investment landscape. His unique ability to integrate healthcare expertise with financial strategy has earned him recognition as a leading voice in the industry.
A prolific contributor to global healthcare discussions, Bao has written over 20 articles for major publications such as Bloomberg, Forbes, US News, Travel & Leisure, and Voice of America. His insights on healthcare investment and innovation have positioned him as a sought-after expert in the field. Among his many accolades, Bao was named Healthcare Executive of the Year (Vietnam) in 2021 and Medical Tourism Leader of the Year by Medical Excellence Japan.
Baos strategic influence extends to consulting giants like BCG, Bain, and McKinsey, where he advises on some of Asias most strategic healthcare investments. His unmatched vision and leadership continue to shape the future of healthcare, both in Asia and globally, ensuring that his influence will be felt for years to come.
Vietnam Investment Review - featuring Tran Quoc Bao A Visionary Leader Reshap...Ignite Capital
油
Dr. Tran Qu畛c B畉o: A Visionary Leader Reshaping Healthcare in Vietnam and Beyond
Dr. Tran Qu畛c B畉o, the CEO of Prima Saigon, stands as a transformative figure at the intersection of healthcare and finance. His strategic vision and leadership have not only advanced the medical landscape in Vietnam but also placed the country firmly on the global healthcare stage. Under his stewardship, Prima Saigon, Vietnam's premier international daycare and ambulatory hospital, has become a benchmark for medical excellence and innovation. Dr. B畉os leadership is not limited to shaping his institution but extends to driving substantial change in the healthcare industry across Asia and beyond.
As one of Vietnams foremost leaders in healthcare, Dr. B畉os career spans over two decades of impactful leadership in both healthcare administration and investment banking. His journey includes pivotal roles at highly regarded institutions such as City International Hospital, FV Hospital, TMMC Healthcare (Tam Tri Hospital Group), and Cao Tang Hospital. His international experience, notably with The Alfred Hospital in Australia, has equipped him with a broad, global perspective on healthcare management.
Dr. B畉o is widely recognized for his role in the internationalization of Vietnams healthcare sector. His leadership played a key role in transforming Cao Tang Hospital into the first Joint Commission International (JCI)-accredited hospital in Vietnam. This milestone not only marked a major achievement for the hospital but also positioned Vietnam as an emerging leader in global healthcare. The JCI accreditation solidified Cao Tang Hospitals status as a world-class institution, and this success is a testament to Dr. B畉os innovative approach to healthcare leadership.
Beyond his work in healthcare administration, Dr. B畉o is a highly regarded figure in the field of healthcare finance. He holds several prestigious financial credentials, including CFA速, CMT速, CPWA速, and FMVA速. With these qualifications, Dr. B畉o has played a pivotal role in over $2 billion in healthcare mergers and acquisitions (M&A) transactions, reshaping the healthcare investment landscape in Vietnam. His unique ability to blend financial strategy with healthcare expertise has made him a thought leader in the sector, influencing global trends and investment strategies in medical services.
Dr. B畉os influence extends far beyond his day-to-day leadership at Prima Saigon. He serves as an advisory board member for Asian Healthcare & Hospital Management, a prestigious publication that influences healthcare policy on a global scale. His contributions to healthcare discussions are regularly featured in major international media, with over 20 articles published in top publications such as Bloomberg, Forbes, US News, Travel & Leisure, and Voice of America. These insights reflect his deep understanding of healthcare investment, innovation, and management, and his ability to anticipate future trends in the sector.
LESSON 10 STABLISHING VALIDITY AND REALBILITY OF RESEARCH INSTRUMENT- DAGAM...dagamijessamaedagle
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Reliability and Validity
Quantitative Methodology
Reliability and validity are important aspects of selecting a survey instrument. Reliability refers to the extent that the instrument yields the same results over multiple trials. Validity refers to how well the instrument measures what you intend it to measure. In research, there are three ways to approach validity and they include content validity, construct validity, and criterion-related validity.
Content validity evaluates how well the items on the scale represent or measure the information you intend to assess. Do the questions you ask represent all the possible questions you could ask?
Construct validity measures what the calculated scores represent and whether you can generalize them. Construct validity uses statistical analyses, such as correlations, to verify the relevance of the questions. You can correlate questions from an existing, reliable instrument with questions from the instrument under examination to determine if construct validity is present. High correlation between the scores indicates convergent validity. If you establish convergent validity, you support construct validity.
Criterion-related validity refers to how well the instruments scores predict a known outcome that you expect them to predict. You use statistical analyses, such as correlations, to determine if criterion-related validity exists. You should correlate scores from the instrument with an item they knew to predict. If a correlation of > .60 exists, criterion related validity exists as well.
You can assess reliability using the test-retest method, alternative form method, internal consistency method, split-halves method, and inter-rater reliability.
Test-retest is a method that administers the same instrument to the same sample at two different points in time, perhaps one year intervals. If you find that the scores at both time periods correlate highly (> .60), you can consider them reliable. The alternative form method requires two different instruments consisting of similar content. You must have the same sample take both instruments, and then you correlate the scores from both instruments. If you find high correlations, you can consider the instrument reliable. Internal consistency uses one instrument administered only once.
You use the coefficient alpha (or Cronbachs alpha) to assess the internal consistency of the items. If the alpha value is .70 or higher, you can consider the instrument reliable. The split-halves method also requires one test administered once. The number of items in the scale are divided into halves and a correlation is taken to estimate the reliability of each half of the test. To estimate the reliability of the entire survey, the Spearman-Brown correction must be applied. Inter-rater reliability involves comparing the observations of two or more individuals and assessing the agreement of the observations. Kappa values can be calculated in this instance. Question
Learning objectives: Examine practical strategies to enhance your ability to persuade and motivate others
In modern workplaces, the ability to lead and drive change is not solely dependent on formal authority. This session explores essential techniques for enhancing your influence and persuading others, regardless of your official position.
In todays dynamic workplace, effective leadership extends beyond formal authority. The ability to influence and persuade others is essential for achieving success and driving positive outcomes. Today's session is designed to equip participants with practical strategies for enhancing their persuasive power and motivational skills, regardless of their organizational position.
By applying these strategies, you will enhance your ability to lead, motivate, and achieve goals even without formal authority, making a significant impact in your workplace.
At the end of the seminar, attendees will:
1.油油 油Explore techniques for effectively persuading colleagues and stakeholders, even when you do not hold formal authority.油
2.油油 油Examine methods for understanding and aligning with others' goals and motivations.油
3.油油 油Learn strategies for establishing and maintaining credibility and trust within your organization. Understand how consistent performance and reliability can enhance your influence and support your leadership efforts.
4.油油 油Gain insights into effective communication techniques that blend logical reasoning with emotional appeal.油
5.油油 油Discover the importance of building strong professional networks and how to utilize these relationships to bolster your influence and advocate for your ideas.
During my 2nd round interview with Walmart Canada for a KAM role, I developed this slide presenting upgradation for Walmart.ca website vis a vis Flipkart, a comparative analysis of walmart.ca with its biggest rival and a strategic breakdown of my plans for the future
Exploring DesignOps as a Business Strategic FunctionPatrizia Bertini
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Is Design Operations a Business Strategic Function?
To answer this question, we explored the job market across the UK, US, and EU (minus the UK) to understand how DesignOps is positioned today. The data speaks for itself: DesignOps remains an underdefined discipline, with unclear career paths and expectations, leading to a confusing market and sometimes unrealistic demands.
Whats the solution? Awareness and Intentionality.
strategic management research: Dynamic talent management capabilities and org...benmabroukarafet
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Today's business environment is becoming increasingly dynamic, and the concept of agility is gaining attention in the corporate world and in academia. The objective of our research is to explain how talent management (TM) can shape talents as key human resources, according to company-specific agility needs, and thus contribute to gaining competitive advantage in dynamic firm environments.
We approach this task by viewing it from the perspective of dynamic capabilities
Gender Dynamics in Workplace Harassment.pdfLisa Bell
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This discussion examines how harassment affects different groups, highlights the challenges faced by men who experience harassment and provides strategies for fostering gender equity in the workplace.
The PPT provides nutshell amount of information required for a group work process and why each phase is important with reference attached for complete understanding. Hence you would get to know with this group work process explained can be applied to any target people.
Traktor is a popular DJ software developed by Native Instruments, designed for professional DJs, music producers, and anyone looking to mix and manipulate audio tracks. It offers powerful tools for live performances, studio mixing, and creating custom soundscapes. Traktor is known for its robust feature set, intuitive interface, and excellent integration with hardware controllers and audio equipment.
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Key Features of Traktor:
1. Advanced Mixing and Cueing
Multiple Decks: Traktor supports up to 4 decks, allowing you to mix and manipulate multiple tracks simultaneously. Each deck can be customized with its own settings and effects.
Cue Points: DJs can set multiple cue points within tracks to quickly jump to specific parts of the
GetData Graph Digitizer With Crack Free Download [Latest]wkmbwmnk
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GetData Graph Digitizer is a software tool designed to extract data points from scanned or digital images of graphs and plots. It's especially useful for situations where you have a graph (usually in an image or PDF format) but don't have access to the underlying raw data. The tool allows you to digitize the graph, turning visual data into usable numerical values for analysis or further processing.
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Key Features of GetData Graph Digitizer:
Graph Digitization: The primary function of GetData Graph Digitizer is to convert scanned images of graphs (e.g., scatter plots, line charts, bar graphs, etc.) into numerical data points. Users can click on various points on the graph to extract coordinates (X and Y values).
DIGITAL TECH GUARD RECOVERY - THE BEST RECOVERY EXPERTSsherylmalek66
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Im a woman based in Cleveland, Ohio, and as a data analyst, Ive always prided myself on making calculated, well-researched decisions when it comes to my investments. Im careful about where I put my money, whether in stocks, real estate, or even emerging markets like cryptocurrency. So when I came across a promising crypto platform, I thought it was an opportunity I couldnt pass up. I was casually scrolling through TikTok one evening when I first heard about this platform. It seemed legitimate, with lots of positive testimonials and high returns being promised. After reviewing everything carefully, looking at user feedback, features, and even doing some basic background checks, I decided to invest $200,000. It was a calculated risk, or so I thought. I was feeling pretty confident, believing I had made an informed decision based on the data. However, things quickly took a turn for the worse. The platform started experiencing delays in withdrawals, and customer support went silent. At first, I thought it was just a technical issue, but as days turned into weeks and my funds were still tied up, I began to worry. I eventually realized the worst-case scenario: Id been scammed. The platform disappeared entirely, taking my investment with it. It was gut-wrenching. All that time and effort Id put into research seemed pointless, and I was left wondering how Id missed the red flags. Feeling frustrated and defeated, I turned to YouTube in search of answers. As I was watching videos related to crypto scams, I came across a comment that mentioned Digital Tech Guard Recovery. Someone had shared their experience of recovering lost funds with their help. Curious, I did some more research, and everything I found about Digital Tech Guard Recovery seemed promising. I was hesitant at first, but given my situation, I decided to reach out. Digital Tech Guard Recovery quickly took over the process.
WhatsApp: +1 (443) 859 - 2886
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3/19 Introduction and Overview
3/26 E1: Creating Innovation
4/2 E2: Driving Action
4/9 E3: Driving Results
4/16 E4: Focusing Attention
4/23 E5: Leveraging Intelligence
4/30 E6: Managing Meetings
5/7 E7: Managing Time and Priorities
5/14 E8: Organizing Self and Others
5/21 E9: Running the Business
5/28 E10: Solving Problems
Execution
Thursday 2pm CT Schedule
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Managing Time and PrioritiesE7
1. Maximize Current Time Management Systems
2. Design Streamlined Processes
3. Gain Advanced Skills in Prioritizing Tasks
4. Leverage Best Practices of Email, Calendaring and Task/Contact
Management
5. Balance Personal and Professional Demands
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1. Maximize Current Time Management
Systems
Managing Time and PrioritiesE7
What was the key learning of the Sanjay story in the introduction?
What are the systems you rely on for effective time management?
What are some systems described in this section?
What are your favorite time management systems?
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2. Design Streamlined Processes
Managing Time and PrioritiesE7
How do you best analyze your current processes?
Why should you prioritize each element of a process?
What are ways that you automate your work processes?
What process do you currently have that needs to be streamlined?
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3. Gain Advanced Skills in Prioritizing
Tasks
Managing Time and PrioritiesE7
Define an A priority. What is the difference between A1 and A2?
What is a B priority. Why is A, B, C coding not as effective?
Define the 1, 2, 3, 4, 5 priority management system?
Why is assigning due dates critical to effective priority
management?
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4. Leverage Best Practices of Email,
Calendaring and Task/Contact
Management
Managing Time and PrioritiesE7
What are 4-7 email best practices?
What are 4-7 calendaring best practices?
What are 4-7 task or project management best practices?
What are 4-7 contact management best practices?
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5. Balance Personal and Professional
Demands
Managing Time and PrioritiesE7
Why is having a balanced life impossible for the executive?
What does having an integrated work/life mean?
How can you better integrate your work and personal life?
Why are relationships more important than getting stuff done?
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Why Does Managing Time and Priorities Matter?
Managing Time and PrioritiesE7
Why does improving in this area matter to you?
What actions do you plan on taking to grow in this area?
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Developing This StrengthManaging Time and PrioritiesE7
Of the 10 questions at the end, how many yes answers did you
have? Which was the most difficult question?
Where was your top few strengths?
What are the most important takeaways from today?