Influencer
Download as PPT, PDF0 likes350 views
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
1 of 1
Downloaded 25 times
Recommended
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
油
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...
HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and C...HIMSS
油
The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.SCARF Model for Managing Organization Stress
SCARF Model for Managing Organization StressMaya Townsend
油
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This fight, flight, or freeze response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational changejust when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.Influence without authority - ITMPI
Influence without authority - ITMPIMichael Nir Business Agility Speaker and Coach
油
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying Michael theres a bear here, it is on this side of the lake. And there he was, a young 200 Pound Grizzly no more than 10 feet away Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michaels presentation you will be able to:
Use your personal power to lead and influence without authority
Align your leadership with the team situation
Make individual adjustments to influence through difficult project and business situations
Insights from neuroscience to motivate business stakeholders
Insights from neuroscience to motivate business stakeholdersKay Fudala
油
Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more!
Key Takeaways
Learn about the anatomy of the brain
Discuss how the brain responds to change
Learn practical ways to utilize this information to engage people
Thriving Through Change
Thriving Through ChangeCynthia Scott
油
Overview
To thrive in an environment thats filled with constant change, its important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimisticfueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
Understand how the human brain responds to change
Learn five different ways to reduce threat and increase resilience
Identify a predictable path of responding to change
How to lead teams from resistance to performanceThe SCARF Model
The SCARF ModelMichelle Terkelsen
油
The document discusses the SCARF model and its relevance for leaders. It explains that the SCARF model evaluates how our brains respond to social interactions that impact our Status, Certainty, Autonomy, Relatedness, and Fairness. It provides tips for leaders to be aware of these domains and ensure their team feels safe, informed, empowered, included, and treated fairly to optimize engagement and performance. Leaders should focus on open communication, giving team members choices and credit, building trust and friendliness, and applying standards equitably. Understanding the SCARF model can help leaders strengthen their relationships and culture.Org. Change Management Communication Best Practices 
Org. Change Management Communication Best Practices Navitsumo Consulting Ltd.
油
George Lampere outlines best practices for communicating organizational change effectively. He explains that employees need answers to five key questions: why change is important, what is expected of them, how they will be measured, what support they will receive, and benefits. Successful change communication involves multiple channels, voices, and messages that address both organizational and individual needs. It also requires listening to understand different communication styles. Lampere provides ten principles for change management communication and explains the value it provides in engaging employees and making change initiatives more effective.Building a Culture of Ownership on a Foundation of Values
Building a Culture of Ownership on a Foundation of ValuesJoe Tye
油
The document provides an overview of a presentation on building a culture of ownership in healthcare organizations. It discusses the importance of establishing a strong foundation of core values and using those values to design the "invisible architecture" or culture of the organization. It emphasizes engaging employees by moving from a culture of mere accountability to one of true ownership. The presentation covers assessing culture, aligning personal and organizational values, and using the "Twelve Core Action Values" framework to take effective action and foster leadership throughout the organization.Enggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob brinerEngage for Success
油
This document discusses the need for an evidence-based approach to employee engagement. It outlines five key challenges to taking such an approach: 1) there is no agreed upon definition of engagement, 2) measures of engagement are poorly defined and do not demonstrate predictive validity, 3) engagement may not be a new or different concept from existing attitudes, 4) there is almost no good quality evidence to answer fundamental questions about engagement, and 5) claims about engagement are often exaggerated given the lack of strong evidence. The document argues that for engagement to be a useful concept, practitioners must take definition, measurement, and evidence more seriously to establish whether engagement is truly a new idea and determine what the evidence says about its relationship to important outcomes.NeuroLeadership in Organization Development 
NeuroLeadership in Organization Development Organization Development Network of Western New York
油
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. Well look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com EIS what we learned team2
EIS what we learned team2teamlamayae
油
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.Expand Your Impact:Influencing Skills
Expand Your Impact:Influencing SkillsTerryMroczek
油
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.Appreciative Inquiry
Appreciative InquiryHFT
油
The document discusses Appreciative Inquiry (AI), an approach that focuses on what works well within organizations rather than focusing on problems. It sees organizations as systems that evolve towards positive images and outcomes when using positive language and questioning. Key aspects of AI include discovering an organization's strengths, envisioning positive potential, and inspiring change by focusing on life-giving forces. Research shows organizations using AI exhibit higher ratios of positive to negative dialogue and learning-focused questions, leading to greater employee engagement, performance, and organizational success.Ten principles of neuroleadership
Ten principles of neuroleadershipLeif Erik Wollenweber
油
The presentation condense the insights from neuroleadership and business psychology into ten principles, that help managers to lead, motivate, direct and organize their staff and co-workers.Nudge for Good - Increasing Sponsor Effectiveness VABADD 2018
Nudge for Good - Increasing Sponsor Effectiveness VABADD 2018Kay Fudala
油
Encouraging people to make better decisions is a large part of our role as change agents. We support many stakeholders, from senior leaders deciding how to shape the change, to end users deciding to adopt new ways of working.
We have all experienced sponsors who make not-so-rational decisions. To predict, and guide sponsor behavior we need to understand the choices they make, what their trade-offs are, and how they make them. What hurdles do sponsors face in implementing initiatives? What characteristics set the strong and effective sponsors apart from the rest? How can you as a change agent, nudge sponsors into making better decisions?
Behavioral economics can help shed light on the factors that guide everyday decisions. In this presentation, we will touch upon the rational and irrational forces that influence sponsor behavior. We will discuss practical strategies to increase sponsor effectiveness by leveraging these insights.LEADING WITH THE SOCIAL BRAIN IN MIND
LEADING WITH THE SOCIAL BRAIN IN MINDSusan McKenna Penn
油
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.Accountability Focused Management Part 1
Accountability Focused Management Part 1Brice Alvord
油
The document discusses accountability focused management and improving the effectiveness of objectives. It introduces key concepts like responsibility, accountability, and paradigms. It then outlines a process for building a shared vision, developing individual charters, identifying continuing vital activities, deriving objectives, and gauging impact. The process aims to shift from a responsibility paradigm to an accountability paradigm in management.EIS Team Simulation v1.6
EIS Team Simulation v1.6JamesLinZhang
油
The presentation summarized the results of a 120-day simulation to gain acceptance of a new initiative among managers. They achieved success, with 10 managers accepting and 9 close to accepting. The presentation also discussed how personal interactions, understanding individuals, and leveraging influential people were most effective compared to passive communication. It emphasized the importance of planning implementation strategies that characterize impacted individuals and leverage influencers.Peter f druc
Peter f drucjpdas54
油
The document summarizes key points from a book about effective executives. It discusses that effectiveness can be learned by focusing on 5 areas: 1) Managing time effectively by eliminating time wasters, 2) Determining how to best contribute and maximize strengths, 3) Establishing priorities and focusing on the most important tasks, 4) Concentrating efforts on a few major areas that will produce outstanding results, and 5) Making effective decisions by considering alternatives and encouraging dissenting opinions. The overall message is that intelligence and knowledge alone do not determine effectiveness - it is a set of practices that executives can learn.Transition: The human side of change
Transition: The human side of changeMaya Townsend
油
Why cant people just get with the program? They question, they challenge, they complain and its all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesnt matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.Creating a culture of accountability breakout workshop presentation
Creating a culture of accountability breakout workshop presentationChase Lawrence
油
This document discusses creating a culture of accountability in the workplace. It defines accountability as taking responsibility for one's actions. A culture of accountability does not develop overnight and requires transformation through public and private conversations to shift communal culture. The document outlines the SLE Model for holding employees accountable: Set clear expectations; Invite commitment; Measure progress; Provide feedback; and Link to consequences by evaluating effectiveness. Accountability is about measuring results, not intentions. Leaders are responsible for embedding accountability into operations through clear expectations, commitment, feedback, and consequences.Communicating Change, Inside and Out
Communicating Change, Inside and OutAndrew Careaga
油
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.Aie 2015 trust and innovation
Aie 2015 trust and innovationLassonde School of Engineering
油
This document discusses the importance of trust in fostering innovation within organizations. It outlines a Behavioral Trust Framework (BTF) that identifies specific trust-building and trust-damaging behaviors. The BTF allows individuals and organizations to understand how to develop trust and collaboration, which are necessary for innovation. Applying the BTF can help reduce controls and proxies for trust, allowing for greater innovation capacity. Managing trust behaviors, rather than just outcomes, is key to catalyzing innovation.Leading Change Presentation
Leading Change PresentationJames Folkestad
油
The document discusses John Kotter's eight-stage process for leading successful organizational change. It states that in the 21st century, constant and frequent change will be required for survival. It also discusses the mental habits needed to support lifelong learning in a changing environment, including risk-taking, reflection, soliciting input from others, careful listening, and openness. Kotter's eight stages for leading change are outlined.World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...Kurt Nelson, PhD
油
Our presentation from the 2017 Total Rewards session that showed how we used behavioral science to change the incentive and total reward framework for Lilly. HR Neuroscience & Human Resources
HR Neuroscience & Human ResourcesCommunicate For Life Ltd.
油
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Effectively Managing Teams Remotely
Effectively Managing Teams Remotelymjsale781
油
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.Dealing with teenagers
Dealing with teenagersNonhlanhla Mgauli
油
This document discusses skills and programs that help develop resilience in youth. It summarizes:
1) Five key social competencies for resilience: critical thinking, self-concept, social connections, coping ability, and control through cognitive strategies.
2) A program called Interpersonal Cognitive Problem Solving (ICPS) that teaches problem solving skills to reduce risky behavior through lessons on topics like alternative solutions and consequences.
3) Cognitive behavioral techniques like cognitive restructuring that help change faulty or negative thinking patterns.Aha Presentation Final April 30 09
Aha Presentation Final April 30 09Mark Hardwick
油
The document provides an agenda for a workshop on masterful presentations. It introduces the AHA communication model and strategies for successful interactions, including establishing instant connections, understanding audience needs, and enhancing presentation skills through practice and coaching. Participants will prepare and deliver a presentation with real-time coaching feedback to create an individual development plan.More Related Content
What's hot (20)
Building a Culture of Ownership on a Foundation of Values
Building a Culture of Ownership on a Foundation of ValuesJoe Tye
油
The document provides an overview of a presentation on building a culture of ownership in healthcare organizations. It discusses the importance of establishing a strong foundation of core values and using those values to design the "invisible architecture" or culture of the organization. It emphasizes engaging employees by moving from a culture of mere accountability to one of true ownership. The presentation covers assessing culture, aligning personal and organizational values, and using the "Twelve Core Action Values" framework to take effective action and foster leadership throughout the organization.Enggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob brinerEngage for Success
油
This document discusses the need for an evidence-based approach to employee engagement. It outlines five key challenges to taking such an approach: 1) there is no agreed upon definition of engagement, 2) measures of engagement are poorly defined and do not demonstrate predictive validity, 3) engagement may not be a new or different concept from existing attitudes, 4) there is almost no good quality evidence to answer fundamental questions about engagement, and 5) claims about engagement are often exaggerated given the lack of strong evidence. The document argues that for engagement to be a useful concept, practitioners must take definition, measurement, and evidence more seriously to establish whether engagement is truly a new idea and determine what the evidence says about its relationship to important outcomes.NeuroLeadership in Organization Development
NeuroLeadership in Organization Development Organization Development Network of Western New York
油
Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. Well look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com EIS what we learned team2
EIS what we learned team2teamlamayae
油
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.Expand Your Impact:Influencing Skills
Expand Your Impact:Influencing SkillsTerryMroczek
油
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.Appreciative Inquiry
Appreciative InquiryHFT
油
The document discusses Appreciative Inquiry (AI), an approach that focuses on what works well within organizations rather than focusing on problems. It sees organizations as systems that evolve towards positive images and outcomes when using positive language and questioning. Key aspects of AI include discovering an organization's strengths, envisioning positive potential, and inspiring change by focusing on life-giving forces. Research shows organizations using AI exhibit higher ratios of positive to negative dialogue and learning-focused questions, leading to greater employee engagement, performance, and organizational success.Ten principles of neuroleadership
Ten principles of neuroleadershipLeif Erik Wollenweber
油
The presentation condense the insights from neuroleadership and business psychology into ten principles, that help managers to lead, motivate, direct and organize their staff and co-workers.Nudge for Good - Increasing Sponsor Effectiveness VABADD 2018
Nudge for Good - Increasing Sponsor Effectiveness VABADD 2018Kay Fudala
油
Encouraging people to make better decisions is a large part of our role as change agents. We support many stakeholders, from senior leaders deciding how to shape the change, to end users deciding to adopt new ways of working.
We have all experienced sponsors who make not-so-rational decisions. To predict, and guide sponsor behavior we need to understand the choices they make, what their trade-offs are, and how they make them. What hurdles do sponsors face in implementing initiatives? What characteristics set the strong and effective sponsors apart from the rest? How can you as a change agent, nudge sponsors into making better decisions?
Behavioral economics can help shed light on the factors that guide everyday decisions. In this presentation, we will touch upon the rational and irrational forces that influence sponsor behavior. We will discuss practical strategies to increase sponsor effectiveness by leveraging these insights.LEADING WITH THE SOCIAL BRAIN IN MIND
LEADING WITH THE SOCIAL BRAIN IN MINDSusan McKenna Penn
油
This document discusses how neuroscience research shows that the brain is a social organ and is highly sensitive to threats to our status, certainty, autonomy, relatedness, and fairness (SCARF model). When these needs are threatened, it triggers the brain's threat response centers in a similar way as experiencing physical pain or lack of food/water. However, positive social interactions and fulfilling these needs can trigger the brain's reward response and promote engagement. The document argues that understanding this research has important implications for leadership, such as being aware of how certain actions may threaten subordinates and influence their behavior, and focusing on cultivating an environment that meets peoples' social needs.Accountability Focused Management Part 1
Accountability Focused Management Part 1Brice Alvord
油
The document discusses accountability focused management and improving the effectiveness of objectives. It introduces key concepts like responsibility, accountability, and paradigms. It then outlines a process for building a shared vision, developing individual charters, identifying continuing vital activities, deriving objectives, and gauging impact. The process aims to shift from a responsibility paradigm to an accountability paradigm in management.EIS Team Simulation v1.6
EIS Team Simulation v1.6JamesLinZhang
油
The presentation summarized the results of a 120-day simulation to gain acceptance of a new initiative among managers. They achieved success, with 10 managers accepting and 9 close to accepting. The presentation also discussed how personal interactions, understanding individuals, and leveraging influential people were most effective compared to passive communication. It emphasized the importance of planning implementation strategies that characterize impacted individuals and leverage influencers.Peter f druc
Peter f drucjpdas54
油
The document summarizes key points from a book about effective executives. It discusses that effectiveness can be learned by focusing on 5 areas: 1) Managing time effectively by eliminating time wasters, 2) Determining how to best contribute and maximize strengths, 3) Establishing priorities and focusing on the most important tasks, 4) Concentrating efforts on a few major areas that will produce outstanding results, and 5) Making effective decisions by considering alternatives and encouraging dissenting opinions. The overall message is that intelligence and knowledge alone do not determine effectiveness - it is a set of practices that executives can learn.Transition: The human side of change
Transition: The human side of changeMaya Townsend
油
Why cant people just get with the program? They question, they challenge, they complain and its all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesnt matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.Creating a culture of accountability breakout workshop presentation
Creating a culture of accountability breakout workshop presentationChase Lawrence
油
This document discusses creating a culture of accountability in the workplace. It defines accountability as taking responsibility for one's actions. A culture of accountability does not develop overnight and requires transformation through public and private conversations to shift communal culture. The document outlines the SLE Model for holding employees accountable: Set clear expectations; Invite commitment; Measure progress; Provide feedback; and Link to consequences by evaluating effectiveness. Accountability is about measuring results, not intentions. Leaders are responsible for embedding accountability into operations through clear expectations, commitment, feedback, and consequences.Communicating Change, Inside and Out
Communicating Change, Inside and OutAndrew Careaga
油
The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.Aie 2015 trust and innovation
Aie 2015 trust and innovationLassonde School of Engineering
油
This document discusses the importance of trust in fostering innovation within organizations. It outlines a Behavioral Trust Framework (BTF) that identifies specific trust-building and trust-damaging behaviors. The BTF allows individuals and organizations to understand how to develop trust and collaboration, which are necessary for innovation. Applying the BTF can help reduce controls and proxies for trust, allowing for greater innovation capacity. Managing trust behaviors, rather than just outcomes, is key to catalyzing innovation.Leading Change Presentation
Leading Change PresentationJames Folkestad
油
The document discusses John Kotter's eight-stage process for leading successful organizational change. It states that in the 21st century, constant and frequent change will be required for survival. It also discusses the mental habits needed to support lifelong learning in a changing environment, including risk-taking, reflection, soliciting input from others, careful listening, and openness. Kotter's eight stages for leading change are outlined.World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...
World at Work Total Rewards 2017 presentation - lantern group - behavioral sc...Kurt Nelson, PhD
油
Our presentation from the 2017 Total Rewards session that showed how we used behavioral science to change the incentive and total reward framework for Lilly. HR Neuroscience & Human Resources
HR Neuroscience & Human ResourcesCommunicate For Life Ltd.
油
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Effectively Managing Teams Remotely
Effectively Managing Teams Remotelymjsale781
油
Managing remote teams effectively requires pausing to evaluate the physical and emotional well-being of team members, taking an inventory of their environmental and technical needs for working from home, and establishing clear communication methods and boundaries. Regular check-ins, both individually and with the entire team, are important to maintain connections and monitor progress while working remotely. Managers should focus on outcomes over micromanaging, provide opportunities for social interaction, and be flexible, patient and empathetic during this difficult time.Similar to Influencer (20)
Dealing with teenagers
Dealing with teenagersNonhlanhla Mgauli
油
This document discusses skills and programs that help develop resilience in youth. It summarizes:
1) Five key social competencies for resilience: critical thinking, self-concept, social connections, coping ability, and control through cognitive strategies.
2) A program called Interpersonal Cognitive Problem Solving (ICPS) that teaches problem solving skills to reduce risky behavior through lessons on topics like alternative solutions and consequences.
3) Cognitive behavioral techniques like cognitive restructuring that help change faulty or negative thinking patterns.Aha Presentation Final April 30 09
Aha Presentation Final April 30 09Mark Hardwick
油
The document provides an agenda for a workshop on masterful presentations. It introduces the AHA communication model and strategies for successful interactions, including establishing instant connections, understanding audience needs, and enhancing presentation skills through practice and coaching. Participants will prepare and deliver a presentation with real-time coaching feedback to create an individual development plan.Optimizing leadership a brain-based approach 
Optimizing leadership a brain-based approach Susan McKenna Penn
油
The document discusses how neuroscience research shows that social needs are processed in the brain similarly to survival needs like food and water. When people feel excluded or experience a loss of status, the brain's threat response is activated. Leaders are encouraged to understand how perceptions of status, certainty, autonomy, relatedness, and fairness can trigger the brain's threat or reward centers. By optimizing these social factors in the workplace, leaders can create emotional safety, increase engagement, and improve performance. The document advocates training leaders to positively impact social dynamics using the "SCARF" model of collaboration.Introduction To Behavioral Design
Introduction To Behavioral Designcraig lefebvre
油
A presentation intended for social designers, social marketers and change agents who want to assist people in learning new behaviors rather than trying to change them.Leadership By Dr Amita Kashyap Prof PSM
Leadership By Dr Amita Kashyap Prof PSMamitakashyap1
油
The document discusses effective leadership and interpersonal communication. It emphasizes building on one's authentic self to lead healthcare teams and understand diverse cultural settings. Key points include acquiring leadership traits through desire and overcoming fear of change by having the right perceptions. Building interdependence through mutual understanding, trust, and win-win mindsets is emphasized over independence or dependence alone.Situational awareness n critical thinking
Situational awareness n critical thinkingCapt Ashok Menon
油
This document discusses situational awareness and critical thinking for maritime professionals. It defines situational awareness and lists factors that can reduce it, such as insufficient communication, fatigue, and stress. It describes different states of mind like alert, inattentive, and panicky. It also discusses tools like the OODA loop (Observe, Orient, Decide, Act) that can be used to improve situational awareness and critical thinking. Finally, it touches on topics like multicultural awareness, culture shock, and different cultural communication styles among crews.Coordinating
Coordinatingxtrm nurse
油
There was a conflict between two fairies that was escalating until a third fairy intervened and told them "Nuff said", stopping the argument. Some pixies were bothering passersby until one upset fairy confronted them and the pixies fled when another said "That's E Nuff". At a fight in the forest involving many magical creatures, one fairy was able to subdue them all until a werewolf objected but was stopped when someone said "That's Fairy Nuff". Now in the woods you may encounter this fairy who will "deal with any humans" and you don't want to hear "E Nuff".Leadership 
Leadership amitakashyap1
油
This document discusses principles and techniques for effective leadership and interpersonal relationships. It emphasizes building on one's authentic self to influence others through understanding relationships, providing purpose and motivation. It also discusses changing perceptions and mindsets, focusing on people rather than things, developing interdependence through mutual understanding and accountability, and the importance of listening, communication skills, and meeting psychological needs to develop synergistic relationships.Foundations of individual behaviour
Foundations of individual behavioursuneel0880
油
Attitudes, perceptions, and motivation influence individual behavior. Attitudes are learned predispositions that exert influence through three components: affective feelings, cognitive beliefs, and behavioral tendencies. They are formed through experience and associations. Perception is the process of selecting, organizing, and interpreting information from the environment. It is influenced by internal factors like needs and external factors like size and intensity. Motivation is influenced by attitudes and drives human behavior and decision making.holisticframworkforsoftwaredevelopmentandproductivityimprovment-141121002518-...
holisticframworkforsoftwaredevelopmentandproductivityimprovment-141121002518-...Patanjali Kashyap
油
This document discusses a holistic framework for assessing performance in knowledge-based industries. It proposes measuring four types of intelligence: emotional, social, moral, and spiritual. Each intelligence is examined from a neurological perspective to identify key competencies. For emotional intelligence, areas of the brain involved in processing emotions and reasoning are identified. Key performance indicators for emotional intelligence include self-awareness, managing emotions, and motivation. The framework is intended to create alignment between employee competencies, organizational objectives, and personal growth to improve performance.Holisticframworkforsoftwaredevelopmentandproductivityimprovment 141121002518-...
Holisticframworkforsoftwaredevelopmentandproductivityimprovment 141121002518-...Patanjali Kashyap
油
Holistic framework for software development and productivity improvement in especial reference to EQ , MQ and SQDynamic Communication
Dynamic CommunicationThinkLars
油
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptx
HBO CHAPTER 4 PERCEPTION AND ATTRIBUTION.pptxJhayThompsonBernabe
油
This document discusses concepts related to learning and organizational culture. It defines learning as a relatively permanent change in behavior or knowledge due to experience. It also discusses different learning theories like classical conditioning, operant conditioning, and social learning. It then covers topics like perception, attribution, values, attitudes, and how they impact job satisfaction and organizational culture. Culture in an organization is shaped by the leader's philosophies, vision, business environment, and employee values and beliefs.
Coping and Behavior Modification
Coping and Behavior ModificationDr. DawnElise Snipes AllCEUs Unlimited Counselor Training
油
Behavior modification uses principles of conditioning to understand and change human behavior. Key concepts include reinforcement, punishment, extinction bursts, and shaping behaviors through successive approximations. Understanding factors that reward and discourage behaviors can help address client issues and improve coping. Behavior modification provides a framework for conceptualizing problems and designing interventions, but should consider cognitive interpretations to empower clients.Organizational Culture and Leading Change
Organizational Culture and Leading ChangeLeadership Now, The New York Public Library
油
This document outlines the agenda for a two-day leadership and organizational change workshop. Day one focuses on organizational culture, leading change, and project team sessions. Day two covers community review, power dynamics, motivation theory, and job design. Ground rules are provided for group learning. Concepts around organizational culture, defining and assessing culture, and leading change are also summarized.Harnessing the Strength of Mindful Decisions
Harnessing the Strength of Mindful DecisionsMudasar Ahmad Dar
油
In our fast-paced world, the ability to make mindful decisions has become more valuable than ever. Whether its about personal relationships, career choices, or everyday tasks, taking the time to pause and reflect before acting can lead to more thoughtful and impactful outcomes. Mindful action isn't merely about slowing down; it's about bringing awareness, intentionality, andTry angle of change - duxinaroe
Try angle of change - duxinaroeDavid Bovis
油
This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.Psychology for UX
Psychology for UXSeta Wicaksana
油
"The Next Big Thing is The One That Makes The Last Big Thing Usable"
Blake Ross - Co-Creator Mozilla FirefoxOrganizational behaviour
Organizational behaviourmeetdesai30
油
The document discusses several key aspects of organizational behavior related to managing people:
1) People are more complex than machines and require unique approaches that consider social and motivational factors.
2) Managing human resources is an ongoing process that must account for people's inherent sociability and moral dimensions.
3) Unlike other resources, human resources can be transformed through skills development rather than just consumed.Influencer
- 1. Influencer; the power to change everything Patterson et al. Hoofdlijnen Almost anything can be changed. Dont pray for serenity. How? Focus on behaviours (actions), not on outcomes Discover the few vital behaviours with high leverage: statistics or positive deviance Search for recovery behaviours = corrective action When will people change their behaviour? Positive answer to 2 questions: Is it worth it? (motivation) change mindset through credible experience (not preaching) Can I do it? (ability) Influence Strategies & Instruments (are also a diagnosing tool for why people behave as they do). Use All!! Change the environment learn to notice create visual clues data/info: fresh, accurate, relevant physical proximity: propinquity tools & instruments process, procedures, structures Social capital: enabling force of the group, Wisdom of Crowds increase interdependence, from me to we-problem reduce personal vulnerability: NQ feedback + solidarity demand cooperation: all or nothing practice: knowing doing deliberate practice: concentration + fast feedback + minigoals + resilience build emotional skills: hot cold brain by distraction & labelling Ability Incentives/rewards & accountability last resort, not instead of 1 & 2. Rewards decrease intrinsic motivation KSF: quick, small, tied to vital behaviours (not outcomes) clarify the thought of the incentive: symbols, praise beware divisive incentives & punishment Peer pressure: (dis)approval of others living example by respected person avoid innovators, focus on early adaptors: opinion leaders question long held beliefs in public; change the public conversation (silence is unhealthy) create a village: care + feedback Intrinsic motivation for the activity personal experience first: try it, then like it game/competition + minigoals new moral motives reconnect behaviour to moral values provide choice Motivation 3 Structural/systemic 2 Group/social 1 Personal