This document provides an overview of effective stakeholder engagement through a two-day workshop. Day 1 focuses on stakeholder engagement fundamentals, identifying and analyzing stakeholders, leading stakeholders, and establishing connections. Day 2 covers engaging different personalities, aligning stakeholder groups, active listening and handling objections, and sustaining momentum. The workshop aims to deepen participants' skills as leaders through applying the science and art of stakeholder engagement to achieve shared outcomes.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
This document provides guidance on effective meeting facilitation. It discusses establishing clear desired outcomes, creating an agenda, setting ground rules, conducting the meeting through opening, content and closing sections, and following up after the meeting through publishing minutes and ensuring progress on action items. The goal is to have meetings that are essential, focused, established, collaborative, time-phased, initiative-minded and valuable.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
Jenny Cham is a lead user experience architect at EMBL-EBI who facilitates workshops using techniques like gamestorming. Effective facilitation includes giving clear objectives and time boundaries, ensuring participants understand the task, and promoting discussion. Facilitators should involve all participants, ask questions to clarify outcomes, and reflect participants' ideas back to the group rather than providing their own answers. Proper facilitation requires suitable workshop spaces, healthy snacks, and good logistical support.
1. Identify important problems that can be solved.
2. Look for connections among problems.
3. Experiment with innovative solutions.
4. Take decisive action to deal with crises.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
This document provides guidance on effective meeting facilitation. It discusses establishing clear desired outcomes, creating an agenda, setting ground rules, conducting the meeting through opening, content and closing sections, and following up after the meeting through publishing minutes and ensuring progress on action items. The goal is to have meetings that are essential, focused, established, collaborative, time-phased, initiative-minded and valuable.
Ever wish you could find a more fun and entertaining way to engage a group of stakeholders so that they're actively contributing to your work by generating great ideas? Is your team stuck in a creative rut? Do you prefer graphics and color over words? This presentation covers some easy and useful tips and tricks for facilitating groups, large and small. Learn about brainstorming ideas, consensus building, prioritization exercises, and more through graphic facilitation. Good for short-term or longer-term planning & getting everyone involved and engaged.
Slides to a two day workshop about hosting meetings and large events for communities and organisations. It\'s aimed at participant participation , experience and dialogue orientated.
Jenny Cham is a lead user experience architect at EMBL-EBI who facilitates workshops using techniques like gamestorming. Effective facilitation includes giving clear objectives and time boundaries, ensuring participants understand the task, and promoting discussion. Facilitators should involve all participants, ask questions to clarify outcomes, and reflect participants' ideas back to the group rather than providing their own answers. Proper facilitation requires suitable workshop spaces, healthy snacks, and good logistical support.
1. Identify important problems that can be solved.
2. Look for connections among problems.
3. Experiment with innovative solutions.
4. Take decisive action to deal with crises.
This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
Creative Methods for Designing Confident Life DecisionsMarce Milla
This was my final project for my Design Management masters program at SCAD Savannah. I was interested in discovering if Design Thinking tools and methods could be applied to a more everyday life realm and have a positive impact in the decision making process of graduate students.
Managing Meaningful Meetings. Meetings are part and parcel of modern day work. However, meaningful meetings are a rare occurrence. This presentation provides insights into Meaningful meetings.
A framework for workshop facilitation - UX Ireland 2016Matthew Ovington
How many workshops have you been to that are poorly thought out or badly run, that drift aimlessly or have vague outcomes?
Workshop facilitation is a design skill that you can apply in all kinds of situations including ideation, gathering requirements and building consensus with cross functional teams. It's also an essential skill for anyone trying to reconcile differing viewpoints or align diverse needs.
This session will provide you with:
an understanding of what facilitation is and when to use it
an easy to remember framework for planning workshops
tips and tricks for making workshops go smoothly
ways to build trust, encourage participation and stay focused on outcomes
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Transformation module 2 detailing behaviour 4 feb 16Ghazali Md. Noor
This document provides an overview of strategic planning and cultural transformation tools. It discusses the strategic planning process, including defining a strategic destination, identifying key themes, selecting priority initiatives, and establishing key performance indicators. It also summarizes Abraham Maslow's hierarchy of needs and Richard Barrett's levels of consciousness, which inform the cultural transformation process. The document outlines the stages in developing personal and organizational consciousness from a focus on survival and security to service, collaboration, and making a positive impact.
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.
This document provides guidance on effective facilitation. It defines facilitation as making things easier and assisting to allow progress, rather than forcing progress. Good facilitators can interpret difficulties, resolve conflicts, and develop new practices. When facilitating groups, disparate views can be considered to arrive at a mutually agreed outcome. Facilitators act as translators to help others understand differing perspectives. The roles of a facilitator include being a knowledge expert, instructor, entertainer, coordinator, technician, motivator, and questioner. Effective facilitation uses multiple mediums, starts by building trust, listens carefully to capture all perspectives, and closes by reviewing content and thanking participants.
The document discusses skills for facilitating meetings, including basic skills like making participants comfortable, encouraging participation, guiding discussions, and ensuring quality decisions are made. It covers facilitating the opening, discussion and decision making, and conclusion sections of a meeting. Challenges that may arise like disruptive behaviors are also addressed, with guidelines on prevention and response. The overall aim is building teamwork and discovering group wisdom through effective facilitation.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
Collaboration deep dive Agile India 2020Craig Brown
1. The document summarizes the results of a workshop on collaboration, including hypotheses tested, survey responses, and insights gathered. Key findings include that reflection on collaboration helps improve understanding and planning, and the most important factors for good collaboration are shared purpose, respect, co-location, and appreciation. Barriers to better collaboration include the effort required to prioritize it and overcome things that impede it.
◦ Existing environment dictates high reliance on effectiveness of leadership of Tech Team and support team scattered over vast geographical boundaries thus consisting of Virtual Project Team and will have to be Remotely Managed.
◦ Virtual Leadership thus generated requires typical fundamentals of Leading People , managing resources in traditional office environment and in magnified in virtual scenario which heightens difficulties in communication ,working target High qualities and time job
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
Youssef Ouazzani committed to the effort of attaining his Level 1 Octalysis Certificate with his Engage4Fun work about AMJB. This association aims to help the city of Casablanca by encouraging young people to help their fellow citizens daily by e.g. caring for the elderly, and a food & clothing bank.
The document discusses best practices for effective board meetings. It recommends that boards focus on relevant strategic issues, plan meetings efficiently, make the most of in-person time together, and develop future leaders through mentoring. Additionally, it emphasizes the importance of clear expectations, timely agendas, skilled facilitation, and addressing different generational needs to ensure successful meetings.
Branching Out: Engaging Forest Stakeholders through Collaborative DesigneolsenNFF
The National Forest Foundation (“NFF”) enlisted the Harvard Negotiation and Mediation Clinical Program (“HNMCP”) to study stakeholder engagement in collaboratives that advise the United States Forest Service (“Forest Service”) in the agency’s stewardship of National Forest System lands.
This document provides information about an event focusing on women's leadership in project management. It includes details about workshops on developing resilience and enhancing leadership skills. It also lists speakers who will provide case studies and discussions on topics like adapting to complex projects, career advancement, cultivating project management excellence, and reducing scope creep. Attendees can receive discounts by booking before a certain date or as part of a team.
This document promotes the creation of presentations on Haiku Deck by showcasing photos from various photographers. It encourages the viewer to get started making their own Haiku Deck presentation by uploading photos on SlideShare. The brief text is accompanied by sample photos to inspire visual storytelling through photo presentations.
This document provides guidance for facilitators on managing group processes and discussions. It discusses key facilitation skills like setting expectations, maintaining focus, and helping groups build agreements. The core of facilitation involves opening discussion of a topic, narrowing considerations, and closing or transitioning. Techniques are presented for each phase like brainstorming, prioritizing, and defining next steps. Effective facilitation requires balancing attention to results, relationships, and process. The document also discusses facilitative leadership and practices like sharing vision, maximizing appropriate involvement, and celebrating accomplishments.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
Creative Methods for Designing Confident Life DecisionsMarce Milla
This was my final project for my Design Management masters program at SCAD Savannah. I was interested in discovering if Design Thinking tools and methods could be applied to a more everyday life realm and have a positive impact in the decision making process of graduate students.
Managing Meaningful Meetings. Meetings are part and parcel of modern day work. However, meaningful meetings are a rare occurrence. This presentation provides insights into Meaningful meetings.
A framework for workshop facilitation - UX Ireland 2016Matthew Ovington
How many workshops have you been to that are poorly thought out or badly run, that drift aimlessly or have vague outcomes?
Workshop facilitation is a design skill that you can apply in all kinds of situations including ideation, gathering requirements and building consensus with cross functional teams. It's also an essential skill for anyone trying to reconcile differing viewpoints or align diverse needs.
This session will provide you with:
an understanding of what facilitation is and when to use it
an easy to remember framework for planning workshops
tips and tricks for making workshops go smoothly
ways to build trust, encourage participation and stay focused on outcomes
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Transformation module 2 detailing behaviour 4 feb 16Ghazali Md. Noor
This document provides an overview of strategic planning and cultural transformation tools. It discusses the strategic planning process, including defining a strategic destination, identifying key themes, selecting priority initiatives, and establishing key performance indicators. It also summarizes Abraham Maslow's hierarchy of needs and Richard Barrett's levels of consciousness, which inform the cultural transformation process. The document outlines the stages in developing personal and organizational consciousness from a focus on survival and security to service, collaboration, and making a positive impact.
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.
This document provides guidance on effective facilitation. It defines facilitation as making things easier and assisting to allow progress, rather than forcing progress. Good facilitators can interpret difficulties, resolve conflicts, and develop new practices. When facilitating groups, disparate views can be considered to arrive at a mutually agreed outcome. Facilitators act as translators to help others understand differing perspectives. The roles of a facilitator include being a knowledge expert, instructor, entertainer, coordinator, technician, motivator, and questioner. Effective facilitation uses multiple mediums, starts by building trust, listens carefully to capture all perspectives, and closes by reviewing content and thanking participants.
The document discusses skills for facilitating meetings, including basic skills like making participants comfortable, encouraging participation, guiding discussions, and ensuring quality decisions are made. It covers facilitating the opening, discussion and decision making, and conclusion sections of a meeting. Challenges that may arise like disruptive behaviors are also addressed, with guidelines on prevention and response. The overall aim is building teamwork and discovering group wisdom through effective facilitation.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
Collaboration deep dive Agile India 2020Craig Brown
1. The document summarizes the results of a workshop on collaboration, including hypotheses tested, survey responses, and insights gathered. Key findings include that reflection on collaboration helps improve understanding and planning, and the most important factors for good collaboration are shared purpose, respect, co-location, and appreciation. Barriers to better collaboration include the effort required to prioritize it and overcome things that impede it.
◦ Existing environment dictates high reliance on effectiveness of leadership of Tech Team and support team scattered over vast geographical boundaries thus consisting of Virtual Project Team and will have to be Remotely Managed.
◦ Virtual Leadership thus generated requires typical fundamentals of Leading People , managing resources in traditional office environment and in magnified in virtual scenario which heightens difficulties in communication ,working target High qualities and time job
The document discusses co-facilitation, which involves two or more people facilitating a training or learning activity together in a cooperative manner. It defines co-facilitation and outlines its benefits, including shared workload and diversity of experiences. Some challenges of co-facilitation include it being time-consuming and the risk of rivalry between facilitators. The document provides tips for effective co-facilitation, such as clarifying roles and communicating nonverbally through agreed upon signs. It also lists dos and don'ts of co-facilitation and emphasizes the importance of co-facilitators planning effectively and maintaining professional relationships.
Youssef Ouazzani committed to the effort of attaining his Level 1 Octalysis Certificate with his Engage4Fun work about AMJB. This association aims to help the city of Casablanca by encouraging young people to help their fellow citizens daily by e.g. caring for the elderly, and a food & clothing bank.
The document discusses best practices for effective board meetings. It recommends that boards focus on relevant strategic issues, plan meetings efficiently, make the most of in-person time together, and develop future leaders through mentoring. Additionally, it emphasizes the importance of clear expectations, timely agendas, skilled facilitation, and addressing different generational needs to ensure successful meetings.
Branching Out: Engaging Forest Stakeholders through Collaborative DesigneolsenNFF
The National Forest Foundation (“NFF”) enlisted the Harvard Negotiation and Mediation Clinical Program (“HNMCP”) to study stakeholder engagement in collaboratives that advise the United States Forest Service (“Forest Service”) in the agency’s stewardship of National Forest System lands.
This document provides information about an event focusing on women's leadership in project management. It includes details about workshops on developing resilience and enhancing leadership skills. It also lists speakers who will provide case studies and discussions on topics like adapting to complex projects, career advancement, cultivating project management excellence, and reducing scope creep. Attendees can receive discounts by booking before a certain date or as part of a team.
This document promotes the creation of presentations on Haiku Deck by showcasing photos from various photographers. It encourages the viewer to get started making their own Haiku Deck presentation by uploading photos on SlideShare. The brief text is accompanied by sample photos to inspire visual storytelling through photo presentations.
The document provides background information on Canada's involvement in World War 1. It explains that Canada entered the war automatically as part of the British Empire. In the first few months, there was widespread patriotic support for the war in Canada. The Minister of Militia and Defense, Sam Hughes, set up a training camp that quickly transported soldiers to Europe. Once in Europe, the war resulted in stalemate and trench warfare as neither side could advance through the opposing trenches. New military technologies like tanks, poison gas, machine guns, and airplanes were introduced but did not significantly change the stalemate.
Jason Derulo is a pop music artist whose album poster goes against stereotypes of the genre. The poster depicts Derulo with a background fading from white to black, suggesting his journey from success to setbacks. The title "Everything Is" hints that the album will cover both positive and negative experiences. While most pop artists focus only on happier topics, the lighting and potential themes of Derulo's album signal that he will address both good and bad issues.
Kasinathan_P-Resume_Oracle_Fusion_Sales_CloudKASINATHAN P
P. Kasinathan is seeking a position as a technical expert in Oracle Fusion Sales Cloud and PL/SQL. He has over 8 years of experience in roles including Oracle Fusion Data Migration expert, PL/SQL Developer, and Oracle Apps and Core DBA. He is proficient in Oracle Fusion Sales Cloud configuration, data migration, and integrations. He has experience delivering several successful Oracle Fusion implementation projects for clients in various industries.
Project ECHO QI: Managing Up - Enhancing Your Relationship with LeadersCHC Connecticut
This document provides an overview of a Project ECHO Quality Improvement webinar on managing relationships with leaders. The webinar covered identifying key stakeholders, communicating regularly with senior leaders using clear and concise messaging, aligning quality improvement projects with organizational goals, using data to demonstrate impact, and developing skills to influence others. The webinar included examples of successfully communicating project impacts and examples from a same day access clinic quality project.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
This document provides an overview and agenda for a two-day training on project management. Day one will cover getting started with a project, including defining goals and success criteria, mobilizing the team and organization, and planning the work. Day two will focus on managing the project, including managing deadlines, resources, and change, as well as how to properly hand over and close down a project. The learning points emphasize how to establish relationships with sponsors, deliver projects on time and budget, support teams, and ensure sustainable change.
How to think about the future: a guide for non-profit leadersjvcsun
A guide to integrating future purpose thinking into non-profit strategy development. Including process, tools and concepts to get started and see immediate benefits for you and your team.
Go to www.futurepurpose.org for video version of this presentation and more tips, tools and guidance.
Learning Objective: Assess successful mentoring techniques
Mentoring is a mutually beneficial practice that provides opportunities both for the mentor and mentee as well as paying dividends for employers. Corporations have discovered that the act of implementing strategic mentoring results in great short- and long-term value. Mentoring creates collaborations, bonds, and buy-in like no other relationship process. This seminar will help you engage in, find, and benefit from mentoring programs.
At the end of this seminar, participants will be able to:
a. Identify strategic mentoring solutions.
b. Examine the benefit of reverse mentoring.
c. Explore successful networking strategies that connect people.
d. Examine mentoring activities and suggestions that enrich the experience.
e. Explore ways to identify and pair successful mentoring matches.
KAVCO VOLUNTEER LEADERSHIP MODULE THREE SUPERVISIONConnie Piggott
The Volunteer Leadership Training Series is a peer-to-peer program researched, complied and created through an initiative of KAVCO members. This series of training is focused on sharing the vital elements of leading volunteers.
This document outlines Mob Lab's approach to human-centered design for campaigning. It discusses key principles of design thinking like empathy, prototyping, and collaboration. The document then details Mob Lab's 5-day process for campaign planning which includes stages for defining challenges, gaining user insights, generating ideas, prototyping solutions, and creating an implementation plan. It recognizes benefits like more diverse engagement but also challenges like adapting to a new process and limitations around evidence of impact. Overall the document presents Mob Lab's design-led approach to campaign planning and testing new strategies with target audiences.
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
The 10th CSR Summit focused on selecting stakeholders and stakeholder engagement. Key points included identifying an organization's stakeholders, mapping and grouping stakeholders, and determining appropriate participation methods. It is important to engage with stakeholders through respectful dialogue and follow-through on commitments. DUBAL's stakeholders include employees, customers, government bodies, business associates/suppliers, and the community.
Planning, Selling, and Engaging: Gaining Buy-In from Ideation to DeliveryJerry Manas
Jerry Manas shares best practices in software and process adoption and change leadership, gaining buy-in from ideation to delivery. Based on a chapter in his book, The Resource Management and Capacity Planning Handbook.
RICS APM Project Leadership Conference Feb 2016Donnie MacNicol
Slides used in a highly interactive session using materials from Project Leadership 3rd Edition. Delegates were provided with the opportunity to walk between rooms and discuss the questions.
This document contains tips and questions for managing projects effectively from the book "Project Management for Dummies". It discusses 10 questions project managers should ask, including the purpose of the project, who needs to be involved, what results will be produced, and what constraints and assumptions exist. It also provides 10 tips for project managers, such as thinking about the big picture, assuming cautiously, viewing people as allies, acknowledging good performance, and being both a manager and a leader. The source is from a book for a class project between a teacher and student.
Stakeholders are any body who relate to your project , are impacted or can impact your project directly or indirectly. You gotta identify them and manage them if you want your project to be successful.
The document outlines the objectives and deliverables of a mentoring program over multiple meetings. The program aims to help mentees with career mentoring, self-discovery, developing leadership skills, and long-term career goals. Mentors will provide guidance in areas like emotional intelligence, stress management, and professional development. The relationship will progress from an initial dependency phase to the mentee becoming empowered and able to self-mentor. Meetings will address challenges, validate goals, and monitor progress towards successful outcomes.
This document discusses building effective teams. It begins by outlining the learning objectives of explaining team development stages, assessing team strengths and opportunities. It then distinguishes between groups and teams, noting that teams have shared goals and commitment. The document outlines team leader behaviors and the SOARR model for team assessment and action planning. It discusses team assessments, personalities, building relationships, and emotional intelligence. Benefits of team building include accomplishing more, more solutions, and skills development, while costs include groupthink and delays. The conclusion emphasizes the importance of emotional intelligence, relationships, communication, and clear goals to effective teams.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
Counter Terrorism Department Jobs 2024 | CTD Jobs in Punjab PoliceMerrie rp
Counter Terrorism Department Jobs in Punjab Police are announced through Punjab Public Service Commission. The details of Jobs in Punjab Police Counter Terrorism Department is given below:
Carporal (BS-11)
TOTAL POSTS:467
AGE:
Male:
18 to 25
Female:
18 to 25 years
Age & Sex of the Transgender will be based on the contents of their CNIC
GENDER:
Male, Female
DOMICILE:
All Punjab Basis
PLACE OF POSTING:
Anywhere in Punjab
SYLLABUS FOR WRITTEN EXAMINATION/ TEST (IF HELD)
One Paper MCQs Type Written Test of 100 marks
(90 minutes duration) comprising following
subjects:
a) General Knowledge, Pakistan Studies, Current Affairs, Geography. Questions related to Counter Terrorism Department and its functions, NACTA, FATF, Terrorism, National Action Plan and Basics of Anti-Terrorism Laws in Pakistan.
b) English language comprehension including Synonyms, Antonyms, Sentence Correction/ Completion, One word substitution and idioms.
c) Usage of Basic Softwares like M.S Office, Electronic Record Keeping, Internet, E-mail etc.
UZZAL MAZUMDER, IT Consultant/Head of IT, Frannan International Ltd. (UK), Fu...UzzalMazumder1
Having achieved excellent academic results, I worked in information technology-related positions for more than 15 (Fifteen) years in the government, INGO, autonomous, and development organizations. I have sound knowledge about MS O365, MS Outlook, MS Sharepoint, MS Onedrive, CCTV, access control system, NAS drive management, Windows server 2016, audio and video conferencing device, computer hardware, software development, core computer networking, My SQL, power Bi, cloud computing, domain and hosting, web development etc. I constantly attempt to maintain a cheerful outlook to prove how much I appreciate my work. I always have a smile on my face when I arrive at work. I approach each scenario with original solutions rather than relying on tried-and-true techniques to solve problems. I approach each issue from a different angle. I am a person of many talents and languages. I am able to manage ten tasks at once, I never get weary, and I will take on any challenge. I am a creative thinker who is prepared to take on the world.
Discover the top 3 digital marketing agencies in Lucknow that are revolutionizing the online presence of businesses. These agencies offer a comprehensive range of services including SEO, social media marketing, PPC, and content creation, ensuring your business achieves maximum visibility and engagement. Each agency is renowned for its innovative strategies, experienced team, and proven track record of delivering exceptional results. Choose from the best in Lucknow to elevate your digital marketing efforts and drive growth in the competitive online landscape.
Adapting to Change: Thriving in the Digital Age through the Right Skills and ...Robert Pinter
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1 eqs higheqleadereffectivese_2
1. The High EQ Leader
MASTER CLASS II
Effective Stakeholder Engagement
2. • Lending that emotional oomph to
help the team step up and break
through
• AGMs, Kick-offs, Conferences, Team
building events
• Planning Days, Strategy Alignment,
Change Management
• Conferences
An Australian-based organisation dedicated to empowering organisations, teams and
individuals with the culture and mind-set that supports the realisation of their fullest potential
About EQ Strategist (Cont.)
3. Bio of Dominic Siow, Founder, EQ Strategist
Dominic Siow is an international Inspirational Speaker, Peak Performance Consultant and
trainer. An expert on Emotional Intelligence, Leadership, Communications and Peak
Performance, Dominic has helped transform organisational cultures and project management
capability across Australia, New Zealand and South East Asia. Drawing from his experience
spanning 25 years in project management, operations, software development, training and
coaching, Dominic inspires teams and individuals to achieve their highest potential through
the application of practical tools, strategies and principles. Over the past eight years, his work
has reached thousands of lives, with his talks and workshops consistently drawing glowing
reviews.
Dominic holds Bachelor of Science and Master of Commerce degrees from the University of
New South Wales and held senior roles at grapevine Technologies and IBM before founding EQ
Strategist in 2006. He is an accredited Master Practitioner of Neuro-Linguistic Programming
(NLP), a Senior Leader with Robbins Research International and a trained Coach. Dominic Siow
5. My Outcomes For You
Deepen your profile as a
leader and someone who
delivers great outcomes
Learn and apply the science
and art of effective
stakeholder engagement
6. Welcome And Your Chance To Introduce Yourselves
List 3 outcomes you would like to achieve as a result of attending
this workshop:
1.
2.
3.
7. Agenda – Day 1
1 SESSION
STAKEHOLDER ENGAGEMENT FUNDAMENTALS
• Learning Outcomes, Icebreaker
• Definition of Stakeholder Engagement
• Overview of Stakeholder Engagement
3 SESSION
IDENTIFYING AND ANALYSING STAKEHOLDERS
• How to identify stakeholders
• Stakeholder Analysis
• Anticipating barriers and objections
2 SESSION
LEADING YOUR STAKEHOLDERS
• Engagement and Leadership
• Outcome versus Output orientation
• Defining your ideal Outcomes
4 SESSION
ESTABLISHING CONNECTION
• Building Rapport
• The Speed of Trust
• Forming an Engagement Agreement
8. Agenda – Day 2
5 SESSION
ENGAGING DIFFERENT PERSONALITIES
• Introduction to DISC behavioral models
• Connecting with different personalities
• Developing communications versatility
7 SESSION
ALIGNING YOUR STAKEHOLDER GROUP
• Aligning on shared outcomes
• Dealing with conflict
• Negotiating win-win outcomes
6 SESSION
ACTIVE LISTENING AND HANDLING OBJECTIONS
• 3 Levels of Listening
• Practising Active Listening
• Dealing with Objections
8 SESSION
SUSTAINING MOMENTUM
• Meeting the 6 Human Needs
• Keeping it fresh
• Keeping tabs
• Review and Close
9. What Is Stakeholder Management?
Engaging the right people in the
right way at the right time in your
project, to achieve the successful
outcomes sought
“
”
10. 7 Steps To Effective Stakeholder Engagement
1
Be clear about your ideal outcomes
2
Identify and analyze stakeholders
3
Establish rapport and agree communications protocol
4
Develop stakeholder engagement plan
5
Implement Plan
6
Monitor and Adapt if Required
7
Review, Learn and Improve
11. So Why Manage Stakeholders?
Insufficient involvement of
stakeholders and infrequent
communication with sponsors were
identified as leading causes of
project failure
“
”January 1996 the Gartner Group, “Project Management Skills:
Avoiding Management by Crisis”
12. If Stakeholders Were Effectively Engaged…
Optimal engagement = Optimal collaboration
makes 1+1 > 2 possible!
• Opinions, experience, expertise and reasons of powerful
stakeholders add value to and help shape project
• Disengaged stakeholders can hinder or even derail a project!
More time spent on productive, satisfying activities,
less on putting out fires caused by misunderstanding
and miscommunication
Great metrics, happy stakeholders!
15. The Power Of Having a Clear Vision and Purpose
Creates Focus
Drive
Unites Team
16. Definition of Project Excellence
“Projects as Wealth Creators” study undertaken by Property Council Australia (publ. 2001)
Drivers of Project Excellence
End users were “delighted”
Contractors and consultants achieved or exceeded their margins
Project participants enjoyed the experience
Stakeholders appreciated the aesthetic and environmental
outcomes of the projects
Clients attained or exceeded their investment goals
17. Begin With The End In Mind
• If anything were possible, what would be the ultimate outcomes for you and your stakeholders in
all your projects?
• For your client, what sort of bottom line result would you ideally like to achieve?
• What level of enjoyment and teamwork would you ideally like to experience?
• What ultimate purpose would meeting the project goals serve?
• How would that benefit your organisation’s reputation or readiness to adapt and progress?
• How would achieving that success benefit your team in terms or morale, skills and knowledge?
• What will it do to your personal sense of job satisfaction, self-esteem, and confidence?
• What will it do to your sense of contribution, purpose, career aspirations?
18. Stakeholder Analysis
Outcome Performed Purpose of this Step
• Identify entities with an
interest in a project
• Identify risks, attitudes and
plan to mitigate barriers
• Outputs
Identify risks, attitudes and
plan to mitigate barriers
• Regular updates after
each stage
• Ad-hoc as changes occur
• Estimate effort required
for communications and
stakeholder management
• Identify risks and update
Risk Log
• At foundation stages of project,
prior to detailed project planning
19. Stakeholder Analysis
Step 1 – Identify Stakeholders
•Who are affected by your work?
•Who has influence or power over it?
•Who has an interest in its successful or
unsuccessful conclusion?
Discuss
May be organisations or individuals but
ultimately, communication is with people
20. Stakeholder Analysis
Step 2 – Analyse Power versus Interest
Satisfy
Manage
Closely
Monitor
Keep
Informed
High
Low
HighLow Interest
Power
Put enough work in with these
people to keep them satisfied, but
not so much that they become
bored with your message.
(Read: They approve your budget.)
Monitor these people, but do not
bore them with
excessive communication.
(Read: They have more important
technical discussions to carry on.)
Keep these people adequately
informed, and talk to them to ensure
that no major issues are arising.
These people can often be very
helpful with the details of your
project
These are the people you must fully
engage and make the greatest
efforts to satisfy.
(Read: They pay the bills.)
21. Stakeholder Analysis
Step 3 – Anticipate Needs and Concerns
The best way to minimise conflict is to prevent it
from happening.
To do that, you must be able to anticipate possible
fears, concerns and needs that your stakeholders
may have.
People don’t care how much you know until they
know how much you care
“
“
22. Rapport
• Dictionary definition – “mutual trust”
• Trust - ‘an absence of vulnerability.’
• Rapport - a ‘mutual absence of vulnerability.’
”
The ability to enter someone else’s world,
to make them feel you understand them,
and that you have a strong common bond
“
23. Importance of Rapport to a Relationship
Rapport is a positive feeling about a relationship and is like a bridge between two islands
Stronger bridges can carry heavier trucks and lorries
When you have a stronger relationship with someone, you can ask more of them
24. Establishing Rapport at Your First Meeting
3 Likes - People trust others who
they like, who are like them and
who like them
Adopt open and approachable
body language
“Your smile is your window to
your heart”
Resistance is a sign of an absence
of rapport
Offer sincere acknowledgement
4
1
5 3
2
25. Running An Alliance Agreement Meeting
1. Build rapport
2. Clarify outcome of meeting, get agreement to build Alliance Agreement
3. Questions to ask
• What would the ideal outcome
• be for you from this project?
• What is important to you in the context of this project and how you receive communications?
• How would you like to receive communications?
• How frequently? What is your preferred medium of communication?
• How can you contribute to the successful outcomes of this project?
• What would be an acceptable outcome?
4. Share with them
• What your view of the project vision is
• What outcomes are important to you
• What your concerns are
• What assistance you are seeking
• How would they like you to react if they do not meet their commitments?
• Your communications style
5. Thank them for your time and assure them that this will be continually reviewed
6. Document and communicate a summary of your agreement
26. The Trusted Advisor
Trust is my faith in your ability or word in
some specific area“ ”Trust includes the degree to which I believe
you will look out for my best interests in a
specific area
“
” TRUST
Source: “Building Trust”, Hyler Bracey
27. Style Characteristics
• Emotional
• People-oriented
• Greatest fear - rejection
• Disorganized
• Optimistic
• Encouraging
The higher the I value, the more verbal and persuasive the person
will be in trying to influence others to his/her way of thinking.
IMeasures how a
person attempts to
influence or persuade
others
28. Handling Objections with “Feel”, “Felt”, “Found”
• Resistance is a sign of an absence of rapport
• Don’t make the other person wrong
– Use AND instead of BUT
– FEEL, FELT, FOUND
• FEEL “I understand that you feel that way…”
• FELT “A number of stakeholders that we dealt
with previously felt that way…”
• FOUND “As they began working with us, they
found…”
29. Aligning Your Stakeholders
Inattention
to Results
Lack of Accountability
Lack of Commitment
Lack of Conflict
Absence of Trust
Source: Lencioni, P (2002), “The Five Dysfunctions of a Team”, John Wiley & Sons
Take them from “ME”
to “WE”
30. Tuckman Model of Team Formation
1
2
4
3
Forming
Storming
Norming
Performing
31. Write Your Own Compelling Vision Statement
Supplement
“To complete the implementation of the CRM solution by 30th December 2010 within a budget of $1.2m”
With
“To elevate the performance and reputation of ANZ Bank in the eyes of its clients and stakeholders by empowering our
client facing personnel with the tools they need to create a compelling, personalised experience for our clients.
Through the design, development and implementation of a world-leading Customer Relationship Management system, we
• Strengthen our organisation’s reputation as an innovative and client-oriented provider of solutions
• Demonstrate that our I.T., Business and Marketing personnel can work together as one high performance unit to deliver
a result we can all be truly proud of
• Empower our staff with market leading skills and expertise
• Demonstrate to our business our ability to create significant value”
32. Key Habit of Highly Effective Influencers – “Think Win-Win”
(Source: “7 Habits of Highly Effective People” – Stephen R Covey)
Four possible outcomes in every negotiation
• Lose-lose
• Lose-win
• Win-Lose
• Win-Win
Trust must be present
Highest leadership ideal is “win-win or no deal”
Your integrity in moments of “adversity” or “temptation” is a
powerful trust-builder
33. Hold yourself accountable for your actions and results
• Have a “the buck stops here” mind-set
• Follow through on your commitments
• If you have a challenge, ask for help,
communicate early, offer solutions
“Discipline is the bridge between ambition and achievement”
Jim Rohn
34. Meeting your Stakeholders Needs
The Six Human Needs
Need 1
CERTAINTY
Need 5
GROWTH
Need 3
SIGNIFICANCE
Need 2
VARIETY
Need 6
CONTRIBUTION
Need 4
LOVE & CONNECTION
“You can have anything you want in life, if you help enough people get what they want”
Zig Ziglar
6
Paradox
Paradox
35. Conclusions
• Stakeholder Management is critical to success
• It is both a mind-set and a set of prescribed behavior's
• What, Why, Take Action, Monitor and Change if Required
• Analysis, Planning and Implementation
“People will dutifully obey a person in authority. But
they'll passionately follow a leader of influence.”
Editor's Notes
I ____, give you, _____, permission to hold me accountable for my outcomes for today. I want you to feel free to do everything in your power to support me in my learning, growth and participation. Thank you for stepping up and serving me in this way.
STORY: Renovating a house
What’s required
The right people - Know who your stakeholders are
The right time – Timing is important, prevention is better than cure – stakeholders need to be kept informed – NO NASTY SURPRISES, WHEN THEY’RE FEELING POSITIVE, WHEN THEY’RE NOT TOO BUSY
To achieve the success outcomes – know what the ideal outcomes are for your project
What does engaging mean? Influencing, maximising positive contribution and enthusiasm, motivating, minimising negative contribution
Be clear about ideal outcomes
– get buy-in to cooperate and give you what you want i.e. do what you want them to do
Strengthen trust
Win-win relationship
Understand their perspective
Give to get
What do THEY want?
What will motivate them
People will tell you what they want, give them what they need
CRM Project
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Council rolling out new bins – need to identify and get stakeholders involved early – keep them informed
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