Coaching lies at the heart of management, and the greater the need for stronger business performance, the greater the need for managers and supervisors to be good coaches. Coaching for High Perform...
Django
DjangoDescription complète
This paper concentrates on proper and effective design of the graphics used in modern SCADA systems.
Making of High Performance Concrete, which is chiefly used as a building material in the major and mega infrastructure and projects, is a very big task. Though the recent advancements have dominated the barriers of the preparation of high performance
There is a huge demand for high-speed data transfers in today’s global mobile telecommunications networks. The connectivity performance between the base station and Remote Radio Unit (RRU) / Anten...
Tony Dovale CEO of Http://www.lifemasters.co.za
REVOLUTIONARY WORKPLACE High Performance System for thriving in the Fourth Industrial Revolution
ISA Book
Virtualization technology plays a vital role in cloud computing. In particular, benefits of virtualization are widely employed in high performance computing HPC applications. Containers have a long and storied history in computing. Unlike hypervisor
Winning System for TradingFull description
With economic globalization and continuous development of e commerce, customer relationship management CRM has become an important factor in growth of a company. CRM requires huge expenses. One way to profit from your CRM investment and drive better
With economic globalization and continuous development of e commerce, customer relationship management CRM has become an important factor in growth of a company.CRM requires huge expenses. One way to profit from your CRM investment and drive better r
Acceleration Test Method for a High Performance 2s Racing Engine
Development of Self-compacting High and Ultra High Performance Concretes
sDescrição completa
Descripción: Pliometria
Brendan Burchard Training Notes - High Performance Academy
LEADING TEAMS FOR HIGH PERFORMANCE
A LEADERSHIP SHIFT “A Change in leadership could create a ripple effect throughout the organisation” “The new Leader coming in must understand the dynamics of the organization and build a rapport with the employees at the earliest”
(Priya C. Nair, The ET 23.10.12)
What People Want Abandon the carrot and stick if you want your employees to excel, says author Daniel Pink (The ET,19.10.2012)
LEADING TEAMS FOR HIGH PERFORMANCE OBJECTIVES
•
•
TO BECOME AN EFFECTIVE LEADER IN DIFFERENT ENVIRONMENTS ESPECIALLY LEADING VIRTUAL OR MATRIX TEAMS TO UNDERSTAND DYNAMICS HOW TO BUILD DEVELOP AND LEAD TEAMS
LEADING TEAMS FOR HIGH PERFORMANCE •
GOOD LEADERS HAVE PRESENCE FELT TO LEAD TEAMS QUALITY
PEER INFLUENCE
PRESENCE RESULTS
IMPACT
LEADING TEAMS FOR HIGH PERFORMANCE •
GOOD MANTRA FOR LEADING A TEAM IS “CAB”
CAB
CONVERSATION
GOOD COMMUNICATION
ACTION
REPETION
BEHAVIOUR
SOCIAL BELONGING (NEED TO BE LIKED)
LEADING TEAMS FOR HIGH PERFORMANCE •
AS PER PETER DRUCTER VAST DIFFERENCE BETWEEN AND MANAGER
LEADERS
•
TRUST IS IMPORTANT ASPECT OF LEADERSHIP
•
HIGH TRUST EQUITY
STRONG LEADERSHIP
•
LOW TRUST EQUITY
WEAK LEADERSHIP
MINDSETS CHARACTERSTICS
ORIENTATION
MINDSET 3 (M 3)
MIND FUL -THIRD LEVEL (E.G. JAMES BARKE,CEO, J & J, U.S.A)
LEARNING AND CHANGE ORIENTED
MINDSET 2 (M 2)
LOGICAL -SECOND LEVEL
CONTROL AND STABILITY ORIENTED
MINDSET 1 (M 1)
REACTIVE -FIRST LEVEL
SURVIVAL ORIENTED
INFORMATION AVAILABILITY
40% (MIN)
70% (MAX)
MINDSET TIMEOUTS MINDSET
TIMEOUT
TYPE
M1
M2
M3
BREATHE WELL SLEEP WELL SHIFT M1
M2
CREATE BREAKS IN SCHEDULE BRING IN CUSTOMER MULTIPLE PERSPECTIVES (ASK QUESTIONS) DISRUPT YOUR HABITS SHIFT M2 M3
REMAIN CALM (BIGGEST LEADER SHIP QUALITY) FIRM WELL THOUGH OF DECISION
EXCERCISE C A
SELFWARE
B INTERNAL
EXTERNAL
RESOURCES
RESOURCES
M 1 M 2 M 3
PROFILE TO
PROFILE TO
PROFILE TO
CAB CAB CAB
THOMAN KILMANN CONFLICT (TOOL TO MEASURE LEADERSHIP DEGREE)
MOTIVATION FOUR STAGES OF MOTIVATION DEVELOPMENT CONTRACT
CAREER
MONETARY
DEVELOPMENT SUCCESSION
PAY BENEFITS
VALUE
ETC
MEANINGFUL WORK
CONTRACT
SENSE OF BELONGINGNE SS
SOCIAL CONTRACT
CONTRACT
MOTIVATION •
SETTLING DOWN
•
CAREER
2
DEVELOPMENT •
LOW RISK
ADULT 30-40 yrs
•
1
OUTER DIRECTED
•
YOUTH 20-30 yrs
MID LIFE 40-55 yrs
HIGH RISK
MATURITY > 55 yrs
•
MENTOR
•
SOCIAL
4
•
CHALLENGES
•
LEARNINGS
•
NEW OPPORTUNITIES
•
SECONDARY PASSIONS
3
PERFORMANCE •
•
A LEADER SHOULD STEER HIGH PERFORMANCE VARIOUS SITUATIONS FOR A LEADER TO LEAD HIGH PERFORMANCE TEAM COULD BE
KICK START PERFORMANCE(NEW) CORRECTIVE PERFORMANCE (OLD) SUSTAIN HIGH PERFORMANCE(OLD) RE-START HIGH PERFORMANCE (OLD) SALES DISTRIBUTED TEAM PERFORMANCE (DISBURSED TEAM) VIRTUAL TEAM PERFORMANCE
