Building and Managing a Team - Entrepreneurship 101 (2013/2014)

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MaRS Discovery District

Once you’ve actually hired your third cousin’s boyfriend, you’ll be entering uncharted territory. How do you ensure that he’s not spending his day on Facebook? How can you make sure that your salespeople aren’t going after the same accounts? And for your other hires, how do you get your accountant to join the weekly beer pong tournament? Getting your employees to produce results is another great challenge of entrepreneurship. In this session, we’ll show you how to: -Empower and engage employees to do their best work. -Align their efforts so that you connect the company’s strategy with their daily actions. -Get them to work together as a team. -Build a culture that keeps them coming in happy every day.

Business Technologie

Building and
Managing a Team
material minds

A Bit of History
material minds 3

Leadership
material minds 4

Industrial Economy
material minds 5

Knowledge economy
material minds 6

Your Objective
material minds 7

Connecting Strategy with Action
material minds 8

An Exercise
material minds 9

What is Expected of Me?
material minds 10

Metrics
material minds 11

Moneyball
material minds 12

Google OKRs
material minds 13

Job Design
material minds 14

Delegation
material minds 15

Another Exercise
material minds 16

How am I doing?
material minds 17

Metrics
material minds 18

Google OKRs
material minds 19

Performance Management
material minds 20

Communication
material minds 21

Yet another exercise
material minds 22

How Can I Improve?
material minds 23

Metrics
material minds 24

Google OKRs
material minds 25

Coaching
material minds 26

Motivation
material minds 27

Teamwork
material minds 28

Culture
material minds 29

Getting Results
material minds 30
What
should
I

do?

Metrics

How
am
I

doing?

How
can
I

improve?

Job
Design

Performance

Management

Delegate

Communicate

Mo?vate

Need
Deﬁne

Success

Management
Leadership

Coaching

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The Risale-i Nur Collection (Turkish: Risale-i Nur Külliyatı, Ottoman Turkish: رسالة نور كلىاتي‎) is a tafsir (Islamic exegesis) on the Qur'an written by Bediuzzaman Said Nursi between the 1910s and 1950s in Turkey. The commentary does not keep to the order of the ayah as is done in classic Islamic exegesis, as it makes comments on their meanings. It is rather a thematic tafsir which deals with the doubts surrounding the basic doctrines and principles of Islam. The collection includes fourteen books. The primary purpose of the Risale-i Nur is to bring about a religious revival in Turkey. The collection includes an analysis of Islamic sources and a reinterpretation of the text for the "mentality" of Said Nursi's age. However, it isn't solely an exegesis, as it includes reflections and details about Said Nursi's own life and interpretations. These reflections and details help the reader to learn how to practice everyday activities on Qur'an norms, and "install" Qur'an to a person's alternating life situations and emotions. https://en.wikipedia.org/wiki/Risale-i_Nur

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Running a business in a digital economy provides opportunities to outsource parts of your business to virtual assistants, and/or it allows your existing staff to undertake some of their work from home as ‘tele-workers’. This means your business can quickly access the skills and expertise it needs without having to provide the workspace or infrastructure to get the job done, and often at a lower cost. But leading and managing people from anywhere requires new approaches and processes. The “Leading and Managing People from Anywhere” free webinar shared the the tools, techniques and key considerations needed to attract, recruit and manage virtual employees or sub-contractors, while mitigating the risks associated with adopting these new HR strategies. This webinar is being run as part of the 2013 National Telework Week.

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"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover.

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