The document outlines 7 essential career tools that every professional needs, as presented by J.T. O'Donnell, CEO of CareerHMO.com. The 7 tools are: 1) a personal brand statement, 2) a career story, 3) an updated resume, 4) a keyword optimized LinkedIn profile, 5) an updated cover letter format, 6) interview preparation, and 7) an interview bucket list. The document encourages the reader to assess if they have these tools and offers a risk-free 30-day trial for CareerHMO.com's paid memberships, which include reviews and assessments of these career marketing materials.
The document discusses how buyers have changed and are now researching sellers online prior to engagement. It outlines the "Resume to Reputation" (R2R) approach of using one's LinkedIn profile to promote their brand, elevate their status as a trusted advisor, and allow their profile to sell for them. The 9 core R2R principles are described, such as educating buyers, transferring trust through recommendations, attracting talent, and spurring members to take action. Focus areas for optimizing one's LinkedIn profile like the summary, current position, and use of SlideShare are also highlighted.
Relating the same skills needed to obtain a good education are the same ones for the workforce and even life. Designed for Texas educators, the ppt offers practical application to turning the classroom into a work environment. See www.tlcworkforcesolutions.com for more.
This document discusses how to teach soft skills that employers need. It begins by listing various soft skills like communication, problem solving, creativity, and integrity. It defines soft skills as personal attributes that enhance interactions and job performance. Soft skills complement hard skills which are specific job requirements. The skills gap challenge is mentioned, as young workers will change careers many times, so soft skills will be important for lifetime employability. Employers seek leadership, attitude, and potential over specific skills. The document provides employer comments on qualities like character, practical training, and thinking outside the box. It concludes by asking how educators can integrate soft skills in the classroom, such as mimicking a workplace environment.
Ashley Backhus presented on building and training an effective booth team. She discussed identifying the ideal team composition with a balance of roles. Teams should understand goals, resources, and factors outside their control. Buy-in from upper management is key. Personality profiles help communicate and motivate different types. Building camaraderie within the team pre-, during, and post-show is important. Potential contention areas should be identified and addressed. The vision for the show may differ from reality, so flexibility is needed. Follow-up after the show through debriefing allows improving future events.
Leadership Traits
What is Leadership?
How Would You Define Leadership?
Excerpted from ADRP 6–22 Army Leadership
Exercise: Leaders You AdmireIn your group, discuss leaders (living or dead) you admire. Of the leaders you discuss, choose one and present your choice to the class and explain why you chose this leader.Do these leaders have common traits?
Why is Someone a Leader?
Why is Someone a Leader?Leader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to accomplish things
For each of the above categories, can you think of a leader who fits?
Would you want to be a leader?
Leaders’ Roles
Roles of LeadersWhat are some roles for leaders?
Roles of Leaders
Plan
Create Momentum
Master technologies of learning, visioning and coalition buildings
Communicate
Enabling technologies
Directing
Manage oneself
Role 1: Plan Devise strategy Set direction Create vision Decision maker
Role 2: Create MomentumLearn and know about companySecuring early wins First set short term goalsWhen achieved make a big dealShould fit long term strategy Foundation for changeVision of how the organization will look Build political base to support change Modify culture to fit vision
Role 2: Create Momentum
Build credibility
Accessible but not too familiar
Demanding but can be satisfied
Focused but flexible
Active
Can make tough calls but humane
Role 3: Master TechnologiesLearn from internal and external sourcesVisioning - develop strategy Push vs. pull tools What values does the strategy embrace?What behaviors are needed?
Role 4: CommunicateCommunicate the visionSimple text - Best channelsClear meaning - Do it yourself! Adapt your communication style Read body language and vocal dynamicsBe sensitive to context Put it in writing Provide detailsCultivate an atmosphere of openness
Role 5: Enabling TechnologiesCoalition buildingDon’t ignore politicsTechnical change not enoughPolitical management isn’t same as being politicalPrevent blocking coalitionsBuild political capital
Role 6: Directing Direct Empower employees Become the
cheerleader and coach ControlMotivate Time/task managementConvey sense of accomplishment
Role 7: Manage OneselfBe self-awareDefine your leadership styleGet advice and counselAdvice is from expert to leaderCounsel is insightTypes of helpTechnicalPoliticalPersonalAdvisor traitsCompetent TrustworthyEnhance your status
What are Some Leadership Traits?
What Are Some Leadership Traits? Can do attitudeWorks for the benefit of all Persistence Humor Dependable Energetic PlannerPhysical or notVerbal facilityIntelligence AnalyticalHonesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability Any others?
https://courses.lumenlearning.com/suny-principlesmanagement/chapter/what-makes-an-effective-leader/
8 Traits of a Succes ...
Edmundo Escobar's leadership assessment identified his top 5 characteristics as: Acting with Honor and Character, Understanding the Business, Creating the New and Different, Focusing on the Bottom Line, and Managing Work Processes. Potential blind spots included Being Organizationally Savvy and Communicating Effectively, while potential hidden strengths included Keeping on Point. No problem areas were identified.
Employer branding staffing event lauren de boerDane Adams
This document outlines a 5-step process for crafting a highly social talent brand: 1) Get buy-in from leadership and cross-functional teams, 2) Listen to current/former employees and candidates to understand perceptions, 3) Craft an authentic talent brand approach based on insights, 4) Promote the talent brand through social media, jobs, and company pages, and 5) Measure success through key metrics and adjust the approach based on results. The goal is to attract and retain top talent through an engaging employer brand.
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
Analytics is important to understand & appreciate the career pathing choices made by various employees. This will also aid in better sculpting and engagement choices organizations can make
Kettering Executive Network Presentation Topics include, Personal brand research, ties to leadership and performance and improving decision-making capabilities
This presentation covers how to add a unique and compelling story to your résumé and LinkedIn profile.
Learn to stand out as a candidate
Tell your history - you’re the hero
What to put in the Summary section of a resume
How to demonstrate transferable skills
Highlight your mission, your “WHY”
Voxxed Days Singapore 2019 - The road to a more conscious organisationKhai Seng Hong
1. Closing the gaps between what people say and do, and between perceived and actual realities, requires work at the intrapersonal, interpersonal, group, and organizational levels.
2. Regular one-on-one conversations and trainings in self-awareness can help align thoughts, words, and actions within and between individuals.
3. Meetings and retrospectives can then scale these efforts to groups, while business practices and culture shape behaviors across the organization.
4. Sustained practice over time through multiple complementary approaches may systematize and spread more conscious ways of working.
This document profiles Mirza Yawar Baig, an international speaker, trainer, author, and leadership consultant with over 16 years of corporate experience. It outlines his work experience, education, publications, clients, and areas of expertise. The document also discusses key ingredients for success in global corporations, including global experience, functional expertise, relationship building, and multi-cultural skills. It warns of potential career derailers like lack of inspiration, cultural misfit, inability to deliver results, and being risk averse or lacking passion.
Adrian Lowther's assessment results identified his top 5 leadership characteristics as understanding the business, acting with honor and character, creating new and different ideas, getting organized, and managing work processes. The assessment also provided insight into potential blind spots in dealing with trouble and hidden strengths in relating skills.
“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 there’s a bear here, it is on this side of the lake”. And there he was, a young 150 kg Grizzly not more than 4 meters 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 agendas, and will have you for lunch if they think it serves their interests and appetites.”
There is no right way, nor is there only one way to influence others. Everything, but everything, is a factor when influencing people.
Your job requires you to influence people just about all of the time. It may take the form of gaining support, inspiring others, persuading other people to become your champions, engaging someone's imagination, creating relationships. Whatever form it takes, being an excellent influencer makes your job easier.
This one day training provides practical hands on experience of influence, primarily in a matrix organization; where informal power is the driver for success. We equip you with relevant best practice tools: you will be involved in recreating and re-running real interpersonal situations using the learning to discover specific behaviour patterns, relate to them, investigate different approaches and learn how to influence without authority.
Key takeaway: 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?
Workshop objectives:
• Identify stakeholders perspectives, and employ the appropriate communication and influencing style;
• Exercise situational based influence through reading interpersonal cues and body language;
• Practice the secrets of persuasion in getting others’ support;
• Create presentations, with the listeners’ preferences in mind;
• Employ concepts of Gestalt and NLP in influencing;
• Analyze areas for personal improvement;
• Convince the organizational bear by planning a tailored, systematic approach for gaining support, resources and collaboration from individuals in organizations where you have little or no formal influence
The document discusses how social selling and digital marketing is evolving as customers now have more information at their fingertips. It notes that 57% of the buying process is now done before a sales consultant is engaged. It then discusses how social selling can help with referrals, prospecting, research, and thought leadership by building trust and credibility online. The document proposes opportunities for the company Eposode in social media marketing by leveraging content on profiles, blogs, and groups. It outlines delivering evaluations of social media profiles, content creation guides, and ongoing video analysis to help with social media strategy.
Joyce Sullivan, SocMediaFin.com gives her Top 10 LinkedIn Tips both Essentials and Advanced to Lee Hecht Harrison networking group. Topics include: Share a message, Write a post, Get Introduced, Be Generous!
The expectation is that the speaker stands at the front and therefore how do feel when that rule of expectation is broken?
Something you expected to happen; has not….. And this is the theme we are going to explore now. When does broken expectation become strange, odd, unusual or creepy….espically in relation to your identity and data. And how quickly do you become comfortable with the new format. My bet is slide 3
Similar to Interpersonal skills essential for effective leadership.ppt (20)
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
2. Confidential
text text text text text
Interpersonal
Skills
Importance &
Benefits
Components
Steps to
Interpersonal
Relationship
Emotional
Intelligence
Understanding
Self
Iceberg Model
Perceptions
Johari
Window
Understanding
Others
Empathy
Social Styles
Connecting
With Others
Rapport
Building
Building Trust
Assertiveness
Conflict
Management
LEARNING
OBJECTIVES
Expectations Mapping
18. Confidential
Four autobiographical
responses…
1. Evaluating : agreeing or disagreeing
2. Probing: from our frame of reference
3. Advising: based on our own experience
4. Interpreting: attributing motives based on our own motives
Activity: We have
not got enough
22. Confidential
Improving Your Versatility
DECIDE
Be more flexible, more open-minded
Openly show more concern for other people
Be decisive with data
Listen for people’s feelings
DECLARE
Be less sensitive
Be more willing to take risks
Say “no” more often
Let people know what you think
RESTRAIN & CHECK
Talk less
Spend more time looking at facts
Control time and emotion
Think before you speak
LISTEN
Acknowledge different points of view
Show more patience
Tone down intensity
Pay attention to feelings
22
23. Confidential
Styles Under Stress
Driver
Commands / Takes Over
Analytical
Avoids / Withdraws
Amiable
Acquiesces / Goes Along
• Logically discuss the issue
• Acknowledge a need for time
• Set a deadline
• Restate their concerns
• Offer options for moving forward
• Recommit to results and time frame
Controlled
Emotive
Tell
Ask
• Ask open questions about concerns
• Allow them to express disagreement
• Acknowledge feelings and points
of view
• Separate emotions from facts
Expressive
Attacks / Confronts
23
Identify the importance of effective communication at their workplace
Identify Barriers to Communication.
Understand the expectations and needs of their clients through effective communication
Clearly communicate about goals, responsibility, performance, expectations and feedback to stakeholders
Understand the key components of Impactful Communication
Identify the benefits of Timely and Responsive Communication
Understand the importance of Listening, Questioning, Paraphrasing & Probing
Identify the components of Correct Grammar of English communication.
Write clear concise messages using appropriate tone and formatting.
Understand some common pitfalls in Email Writing
Learn to incorporate effective techniques in their written communication
Understand to apply effective Email Mechanics
Learn and Apply Effective Email Writing Skills
Develop a personal action plan for the purpose of implementing positive changes in the workplace.
Debrief by asking for volunteers to share how they feel differently about the others in the group now that they know a few things about them. When we take the time to get to know each other, barriers dissolve, people open up, and learning can take place. When used with interprofessional teams, this has led to discussion related to team building, team relationships and respect. Often, team members display greater trust for each other, demonstrate improved communication, are more willing to approach each other and are much better at dealing with conflict once they think about colleagues as people rather than an unknown discipline.
Why is connecting more important today than ever before?
What are you missing by not connecting?
Identify people you don’t connect effectively. They potentially add value or could make your job easier and you have something to offer them.
Rearrange the words to make a statement /definition of IP Skills
What did you exhibit to achieve your Task through IP Skills
EI, Communication,
Key Points
Interpersonal skills are vital for forming and maintaining effective working relationships.
They require a high degree of emotional intelligence, which enables you to understand how your thoughts and actions affect others in the workplace.
You can develop your interpersonal skills in four key areas:
Communication skills. Craft your message carefully, with your audience in mind, be aware of body language, and listen.
Managing differences. Deal with difficult people assertively but with good grace, and learn to resolve conflict.
Managing agreement. Establish trust and a supportive working environment. Accept the strengths and weaknesses in your team, and give effective feedback.
Personal integrity. Recognize your core values, and act accordingly.
Explain the Human Ice Berg Theory
Research shows that the content of communication (words and data) represents only a small percentage of the meaning of communication (less than 10%).
The vast majority of the perceived meaning of any experience is derived from what we can call context (the situation, the circumstances, timing, nonverbal cues, assumptions, and interpretations).
Think of content as the small tip of an iceberg that is visible, while context is represented by the larger mass hidden beneath the surface. While people tend to be aware of the content of communication, most remain unaware of the context. They create meaning based on unconscious assumptions and interpretations about the context. In fact, most people wouldn’t even know what to look for if they wanted to peer beneath the surface (the “text”) to understand the “subtext” that determines how communication is being interpreted (its meaning).
Conscious communication is fundamentally about awareness, perspective, and choice.
All effective interpersonal communication starts with awareness. What dimensions and dynamics (especially about the context/subtext) are you aware of?
Next, the person who is able to consider a topic from numerous diverse perspectives is able to construct a more accurate picture (and assessment) of the situation than the majority of people who are trapped in a singular vantage point. The English language is filled with words and phrases like viewpoint, outlook, angle, stance, “the way I see it,” and so on. All of these point to perspective as a key to understanding people and communicating with them effectively. Naturally, having a familiarity with the four fundamental worldviews (mindsets) helps us strengthen our perspective-taking ability and comfort with these wildly divergent viewpoints. Obviously, the more things you are aware of, and the more perspectives you can account for in a given situation, the more comprehensive and accurate your answers will be to the first and second set of integral leadership metaquestions: “What’s really happening here?” and “What’s important and what’s needed?” Conscious communication is also fundamentally about choice. Most people are unaware of the nuances of communication and tend to gravitate toward a singular communication style that reflects habitual and unconscious speaking and listening behaviors. By increasing their versatility with all the major modes modes of communication, integral leaders are far better equipped to consciously choose the most helpful way to respond to a given situation. This versatility is crucial when it comes to answering our third integral leadership metaquestion, “What’s the most helpful action I can take in this situation?”
Our Actions/behaviours are driven by what lies beneath the surface. Our lenses are shaped by the collective of the material under the surface level.
A discussion on how these are formed is interesting. How children in the same home turn out to be two different individuals.
Self Assessment:
Using the following list choose 5 adjectives that best describe yourself. Be objective and honest.
Fill In the Johari Window Panes
Compare this list with the list the individual generated about themselves.
Where an adjective appears on both lists, place it in the Arena Quadrant.
If an adjective appears on the individual’s list, but not on the group’s, place it in the Mask Quadrant.
When an adjective appears on the group’s list, but not on the individual’s, put it in the Blind Spots quadrant.
Any adjective that appeared on neither list can go in the Unconscious Quadrant.
Review & Analysis
Once everyone has finished, allow each participant to review their Johari Window assessment. Encourage them to compare notes between self and team assessment.
Spend a few minutes discussing the adjectives that appear in the open quadrant.
Ask an individual to disclose by talking about one of the adjectives they selected for themselves, but the group did not.
Have the individual select one of the adjectives the group has identified, but the individual did not. The group now has the opportunity to give some feedback to the individual about this adjective.
Note for the trainer: Say that, as part of formal education we get trained mostly on how to speak well and not so much on how to listen well. Thus we would be trying to understand over the next few slides as to what we need to do to achieve deeper listening. Take them through the contents of this slide
Note for the Trainer: These are the obstacles which prevent us from achieving empathetic listening. Take the participants through the same.