The document discusses how engagement drives business results and the critical role that feedback plays. It argues that traditional performance reviews are ineffective at providing feedback and promoting engagement. Instead, it recommends supercharging familiar behaviors like recognition, 1:1 meetings, and ongoing feedback through gamification to make the feedback process easier and more continuous. This intrinsic approach could increase engagement, reduce turnover, and boost market position.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
This document discusses how to foster accountability in the workplace. It argues that taking ownership of assignments and outcomes is important for workplace culture, results, and morale. It advises the reader to reflect on their mindset when accepting challenges and how they solve problems, own results, and learn from experiences. The document provides questions to consider when assigning ownership, holding others accountable, and questions to ask when problems occur that focus on solutions rather than blame.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
The document discusses the importance and benefits of building good relationships at work. It notes that people with good friends at work are more engaged and satisfied in their jobs. Good relationships provide benefits like making work more enjoyable, increasing innovation, and helping careers by gaining trust. The document provides tips for developing good relationships such as identifying needs, giving time, showing appreciation, respecting boundaries, listening, avoiding gossip, being honest, empowering others, and providing support. Building positive relationships can lead to positive energy, efficient work, job satisfaction, and success.
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15BizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring.
www.bizlibrary.com
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
This document discusses how to foster accountability in the workplace. It argues that taking ownership of assignments and outcomes is important for workplace culture, results, and morale. It advises the reader to reflect on their mindset when accepting challenges and how they solve problems, own results, and learn from experiences. The document provides questions to consider when assigning ownership, holding others accountable, and questions to ask when problems occur that focus on solutions rather than blame.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
The document discusses the importance and benefits of building good relationships at work. It notes that people with good friends at work are more engaged and satisfied in their jobs. Good relationships provide benefits like making work more enjoyable, increasing innovation, and helping careers by gaining trust. The document provides tips for developing good relationships such as identifying needs, giving time, showing appreciation, respecting boundaries, listening, avoiding gossip, being honest, empowering others, and providing support. Building positive relationships can lead to positive energy, efficient work, job satisfaction, and success.
Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15BizLibrary
What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring.
www.bizlibrary.com
Coaching Skills for Your Managers and Leaders - Webinar 10.21.14BizLibrary
The document discusses coaching skills for managers and leaders. It outlines that coaching is important for improving business results and employee engagement. Effective coaching involves building relationships, setting goals and priorities, and improving performance. Coaching models and a coaching process are presented to help assess performance, develop improvement plans, and deliver targeted coaching to employees. Communication, performance management, business acumen, and emotional intelligence are key skills for coaches.
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
This document discusses giving and receiving feedback. It covers:
1. The benefits of feedback such as improved performance and building better relationships.
2. Different learning styles like activists, reflectors, theorists and pragmatists and how these may impact receiving feedback.
3. Tips for both giving and receiving feedback effectively, including being specific, focusing on behavior not personality, and using active listening skills.
4. Potentially difficult scenarios for giving feedback and things to watch out for like biases. Regular practice is emphasized for developing feedback skills.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
The Discomfort Zone: How leaders turn difficult conversations into breakthroughsMarcia Reynolds, PsyD, MCC
This document discusses coaching and leadership skills. It explains that coaching develops people's minds and skills, not just their skills. Coaching is the most effective way to transform oneself and change behaviors. The document discusses how humans learn through their cortical, reptilian, and mammalian brains in response to emotions. Effective coaching involves listening at three levels - what the coach is thinking, what the coachee is saying, and what the coachee isn't saying. Coaches must be self-aware of their own emotional triggers and learn to shift their emotions. Intuitive listening involves the heart, gut, and head to understand coachees beyond just their words. Transformational coaching involves reflecting on assumptions and beliefs to help coachees
Executive Presence: Why It Matters & How to Build It Among a Diverse Group of...Monica Marcel
Presentation for the Forum on Workplace Inclusion in Minneapolis, Minnesota by Christal Morris of Towers Watson and Monica Marcel of Language & Culture Worldwide, LLC. Contact monica@lcwmail.com for more information.
Executive Presence: Defining Yourself As A Leadermctenzyk
Executive Presence can and is the game changer for leaders - whether you are starting your career or already advanced. Learn the 3 key components of executive presence and what you can do to strengthen each.
Giving effective feedback requires proper preparation, delivery, and follow up. The feedback provider should understand the purpose, create a safe environment, maintain a positive tone, and be specific in their observations. When giving feedback, it is helpful to use the STAR method to describe the situation, task, action, and result. Feedback should be a regular occurrence and the recipient should be open to understanding the feedback without becoming argumentative.
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
This document provides guidance for new managers. It begins with congratulating and welcoming new managers. It then outlines various topics to help new managers succeed including what defines a first time manager, why new managers fail, what the company expects, manager roles and responsibilities, effective attitudes, building team spirit, decision making, communication skills, leadership tips, management styles, and positioning the manager as a chief problem solver. The document provides advice over 15 sections to help new managers in their new role.
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
Take ownership of your work by being passionate and making a difference in your job. Doing any job to the best of your abilities will get noticed by supervisors and lead to promotions. When you take pride in your work, it feeds your passion and increases your capabilities. In contrast, not taking ownership will hold your career back as others will see you as not contributing much. The bottom line is to go above and beyond in every job you do so that others recognize your contributions rather than see you as dispensable.
The document discusses how to handle difficult conversations in the workplace. It describes common difficult topics like performance feedback, inappropriate behavior, and termination. It also discusses how cultural differences can impact conversations. The presenter provides strategies for having difficult conversations, including exploring all perspectives, focusing on mutual understanding rather than blame, and using open-ended questions to have a productive dialogue. The goal is to acknowledge different feelings and viewpoints, find shared objectives, and work toward resolution through respectful inquiry and problem-solving.
This document discusses best practices for building a culture of feedback within organizations. It provides lessons learned around both giving and receiving feedback. Some key points:
- Peer feedback is as important as feedback from managers. Programs should scale feedback across all levels, not just for top performers.
- Feedback should be separated into developmental feedback for improvement and evaluative feedback for performance reviews. Developmental feedback should be frequent and candid to help individuals grow.
- Organizations should normalize feedback to focus on a rating of "meets expectations" and provide specific examples for improvement. This makes feedback more meaningful.
- Training grounds like practice presentations help people feel safe giving and receiving feedback to build skills over time. Role modeling
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
Culture and feedback are critical for organizational success. Typically, areas relating to feedback score lowest in surveys. Both giving and receiving feedback are issues, as it is uncomfortable, people don't know how, and it could offend others or be time consuming. Building a feedback culture requires starting at the top with small, tangible actions like a coffee machine to encourage open communication. It is a long-term effort that requires consistency, walking the talk, and demonstrating the value of feedback through rewards and accountability.
[GUIDE] From the annual performance review to continuous feedbackImpraise
Companies like Adobe, Accenture, Deloitte, Google, Gap and others moved away from the annual performance appraisal to more continuous, real-time feedback.
Thus calendar guide shows you how you can get your company ready for continuous, instant feedback feedback at work.
It's a simple 12 step process that you can follow.
For a more detailed guide go to blog.impraise.com
Impraise is a simple app that helps you transform your company. Over 100 companies achieved this already with Impraise, among them Booking.com, Atlassian or IDEO.
Teams that promote and foster a growth mindset tend to be more collaborative, empowered, and committed--all factors we need in an effective organization. But how do difficult times impact people’s ability to stay positive and maintain a growth mindset? In this session, we'll review Dr. Carol Dweck's research on mindset, translate how a growth mindset can help build a more effective team, and provide real-world examples of how mindset can help you not only survive, but thrive in spite of our current environment.
This document discusses giving and receiving feedback. It covers:
1. The benefits of feedback such as improved performance and building better relationships.
2. Different learning styles like activists, reflectors, theorists and pragmatists and how these may impact receiving feedback.
3. Tips for both giving and receiving feedback effectively, including being specific, focusing on behavior not personality, and using active listening skills.
4. Potentially difficult scenarios for giving feedback and things to watch out for like biases. Regular practice is emphasized for developing feedback skills.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
The Discomfort Zone: How leaders turn difficult conversations into breakthroughsMarcia Reynolds, PsyD, MCC
This document discusses coaching and leadership skills. It explains that coaching develops people's minds and skills, not just their skills. Coaching is the most effective way to transform oneself and change behaviors. The document discusses how humans learn through their cortical, reptilian, and mammalian brains in response to emotions. Effective coaching involves listening at three levels - what the coach is thinking, what the coachee is saying, and what the coachee isn't saying. Coaches must be self-aware of their own emotional triggers and learn to shift their emotions. Intuitive listening involves the heart, gut, and head to understand coachees beyond just their words. Transformational coaching involves reflecting on assumptions and beliefs to help coachees
Executive Presence: Why It Matters & How to Build It Among a Diverse Group of...Monica Marcel
Presentation for the Forum on Workplace Inclusion in Minneapolis, Minnesota by Christal Morris of Towers Watson and Monica Marcel of Language & Culture Worldwide, LLC. Contact monica@lcwmail.com for more information.
Executive Presence: Defining Yourself As A Leadermctenzyk
Executive Presence can and is the game changer for leaders - whether you are starting your career or already advanced. Learn the 3 key components of executive presence and what you can do to strengthen each.
Giving effective feedback requires proper preparation, delivery, and follow up. The feedback provider should understand the purpose, create a safe environment, maintain a positive tone, and be specific in their observations. When giving feedback, it is helpful to use the STAR method to describe the situation, task, action, and result. Feedback should be a regular occurrence and the recipient should be open to understanding the feedback without becoming argumentative.
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
This document provides guidance for new managers. It begins with congratulating and welcoming new managers. It then outlines various topics to help new managers succeed including what defines a first time manager, why new managers fail, what the company expects, manager roles and responsibilities, effective attitudes, building team spirit, decision making, communication skills, leadership tips, management styles, and positioning the manager as a chief problem solver. The document provides advice over 15 sections to help new managers in their new role.
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
Take ownership of your work by being passionate and making a difference in your job. Doing any job to the best of your abilities will get noticed by supervisors and lead to promotions. When you take pride in your work, it feeds your passion and increases your capabilities. In contrast, not taking ownership will hold your career back as others will see you as not contributing much. The bottom line is to go above and beyond in every job you do so that others recognize your contributions rather than see you as dispensable.
The document discusses how to handle difficult conversations in the workplace. It describes common difficult topics like performance feedback, inappropriate behavior, and termination. It also discusses how cultural differences can impact conversations. The presenter provides strategies for having difficult conversations, including exploring all perspectives, focusing on mutual understanding rather than blame, and using open-ended questions to have a productive dialogue. The goal is to acknowledge different feelings and viewpoints, find shared objectives, and work toward resolution through respectful inquiry and problem-solving.
This document discusses best practices for building a culture of feedback within organizations. It provides lessons learned around both giving and receiving feedback. Some key points:
- Peer feedback is as important as feedback from managers. Programs should scale feedback across all levels, not just for top performers.
- Feedback should be separated into developmental feedback for improvement and evaluative feedback for performance reviews. Developmental feedback should be frequent and candid to help individuals grow.
- Organizations should normalize feedback to focus on a rating of "meets expectations" and provide specific examples for improvement. This makes feedback more meaningful.
- Training grounds like practice presentations help people feel safe giving and receiving feedback to build skills over time. Role modeling
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
Culture and feedback are critical for organizational success. Typically, areas relating to feedback score lowest in surveys. Both giving and receiving feedback are issues, as it is uncomfortable, people don't know how, and it could offend others or be time consuming. Building a feedback culture requires starting at the top with small, tangible actions like a coffee machine to encourage open communication. It is a long-term effort that requires consistency, walking the talk, and demonstrating the value of feedback through rewards and accountability.
[GUIDE] From the annual performance review to continuous feedbackImpraise
Companies like Adobe, Accenture, Deloitte, Google, Gap and others moved away from the annual performance appraisal to more continuous, real-time feedback.
Thus calendar guide shows you how you can get your company ready for continuous, instant feedback feedback at work.
It's a simple 12 step process that you can follow.
For a more detailed guide go to blog.impraise.com
Impraise is a simple app that helps you transform your company. Over 100 companies achieved this already with Impraise, among them Booking.com, Atlassian or IDEO.
This document discusses the importance of effective academic feedback and outlines seven keys to providing effective feedback: being goal-referenced, tangible, actionable, user-friendly, timely, ongoing, and consistent. It describes an activity where teachers work in groups to identify characteristics of effective feedback, evaluate examples of effective and ineffective feedback, and improve ineffective examples. The document emphasizes that academic feedback is strongly related to student achievement regardless of student characteristics and that teachers should focus on providing feedback aligned with the seven characteristics.
Continuous Feedback: The New Paradigm by Jared RichardsonTEST Huddle
In these slides Jared discusses creating intentional feedback in several forms, but then we’ll focus on continuous integration and continuous testing/continuous deployment.
Available on testhuddle.com
Positive Feedback Mechanisms: Promoting better communication environments in ...Jailza Pauly
Feedback is a critical part of communication and essential to developing the optimal work environment. How do you prepare for giving feedback? How do you respond to feedback? What does a good feedback environment look like? This workshop explored these questions and gave graduate students and postdocs opportunities to practice real-life scenarios giving and receiving feedback.
Constructive performance feedback is a two-way communication that contributes to a positive outcome when delivered constructively between two parties. It should be specific, descriptive, and based on observed behavior rather than assumptions. The feedback should provide a balance of positive and negative comments given at the appropriate time to improve performance, boost confidence, and facilitate personal and professional development.
The document discusses principles and strategies for providing effective feedback. It describes feedback as timely, specific, descriptive, and focused on behaviors that can be improved. Effective feedback involves setting goals, monitoring progress, and developing action plans. Feedback should be given frequently and include both positive reinforcement and constructive criticism to promote learning and professional development.
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
This 360-degree feedback report provides John Anderson with feedback from surveys completed by himself, his manager, direct reports, peers, and others. The report is organized into 5 sections that provide an introduction, competency profiles and ratings, highest and lowest rated items, and comparisons between respondent groups. The highest rated competencies for John were Adaptability, Personal Drive, Analyzing Problems & Making Decisions, Planning and Organizing, and Customer Focus. Respondents noted John's greatest strengths as being optimistic, resilient, flexible to change, goal-oriented, and maintaining confidentiality. The report aims to provide insights for John to enhance his effectiveness through identifying development opportunities.
This document provides guidance on constructive coaching and feedback. It differentiates between feedback and coaching, noting that feedback focuses on past behavior while coaching focuses on developing future behavior. A five-step model for coaching is presented: establish goals and purpose, discuss and clarify details, gain agreement, discuss performance solutions, and summarize the action plan. Coaching opportunities are analyzed based on whether an individual is willing and able, unwilling but able, willing but unable, or unwilling and unable. Guidelines are provided for being an effective coach, including asking questions, listening well, and recognizing and addressing resistance.
Harbinger Systems, a technology partner to leading product companies, in its zeal to foster a work environment where employees feel engaged and motivated, has been utilizing various innovative methods to promote continuous dialog with employees and provide continuous feedback. The results are striking! These efforts improved productivity on business deliverables, increased customer satisfaction enabling multi-year engagements and minimized employee turnover.
Maintaining employee engagement has been ranked as one of the top priorities of organizations for years. It has been clearly established that when employees are given regular feedback (be it positive or adjusting), they feel cared for. Such employees who feel valued are often the most engaged employees.
The real challenge lies in the effective implementation of continuous feedback approach. Due to the increasing demands of their role, managers/leaders find it arduous to engage with their employees on a regular basis.
Technology can really play a pivotal role in simplifying and facilitating open dialog and continuous feedback in organizations, by building on ideas of One-on-One's and Pulse meetings. Technology can also aid in generating and bringing out meaningful, actionable insights by analyzing data gathered from the various feedback channels.
Thank you for joining us for an insightful webinar on " Engage for Success: Improve Workforce Engagement with Open Communication and Continuous Feedback". Attendees got insights on the cost of employee disengagement, The relation between continuous feedback and workforce engagement, and how Harbinger improved employee engagement through open communication. We would also conduct a demo of system to manage and track such communication.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
Why managers struggle to lead is a recent presentation that Clay Staires gives to business professionals around the nation. Detailing the difference between management and leadership.
This document discusses the disconnect that often exists between what companies promote about their culture and values, and the experiences candidates actually have during the hiring process. It notes that companies often claim to prioritize qualities like passion, customer focus, teamwork and communication, but candidates report experiences like disengaged interviewers, a lack of focus on fit and accomplishments, and disorganization. The document advocates examining assumptions about what creates a good candidate experience and assessing the current hiring process through surveys to understand how to improve and demonstrate that improvement over time. The key is focusing on the basics of a well-executed, meaningful process rather than superficial elements like marketing materials.
The document discusses using gamification techniques to encourage adoption of non-game applications and processes. Gamification applies game design elements like points, levels, badges and leaderboards to motivate behaviors. It can encourage people to engage with applications or influence how they are used. While gamification may improve short-term engagement, it does not directly solve business problems. The document provides examples of gamification platforms that can be used to measure and reward user behaviors in order to enhance adoption of social software like IBM Connections.
Measure, reward , enhance: leverage user adoption with gamificationSasja Beerendonk
The document discusses gamification and how it can be used to encourage adoption of applications and processes. Gamification applies game design techniques and mechanics to non-game applications to motivate users. It works by measuring user behavior, setting goals and rewarding users with badges and points for achieving goals. This provides feedback, a sense of mastery and encourages desired behaviors through challenges and a compelling narrative. The document provides examples of gamification platforms that can be used to gamify social software like IBM Connections to improve employee engagement and adoption.
Soccnx III - Measure, reward , enhance: leverage user adoption with gamificationLetsConnect
Speakers: Sasja Beerendonk
When implementing social software such as IBM Connections within your organisation you will find that user adoption is key to success. When confronted with social software that requires a different work manner and attitude employees often find themselves clueless how to get started. Using gamification you can guide your employees step-by-step into the right direction, and take them to a higher level of understanding and using the tool. Kudos Badges and Bunchball Level Up use gamification techniques to leverage adoption of IBM Connections. This presentation will outline how gamification can enhance employees' understanding of Connections and what it takes to collaborate in a social and open manner. Through points, badges, levels and leaderboards a user is guided in the right direction and becomes more engaged. What is gamification? What motivates us? How can gamification be used to leverage adoption of Connections so it can contribute to the organisation's business goals? How does Kudos or Bunchball work? From Maslow’s Need to Pink’s Drive you will understand the basic concepts of motivation that gamification uses. You will see a live demo on gamification for Connections.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
The document discusses gamifying the workplace for Generation Y employees. It notes that Gen Y expects challenges and engagement from work similar to games. It proposes a gamified project management tool called the "Gamified WorkLife" tool that incorporates elements like:
1) Real-time feedback on performance and progress through meters.
2) Transparency through visible reputations, badges and rankings compared to peers.
3) Goal-setting through tasks and milestones that provide a sense of small, frequent wins through a points/reputation system and badges.
This document discusses employee engagement for non-profit organizations. It begins with an agenda that covers what employee engagement is, ways to enhance engagement, and how to measure it. It then delves into each topic in detail, providing definitions of engaged, disengaged, and actively disengaged employees. It discusses factors that can enhance engagement, such as communication, development opportunities, recognition, trust in management, and team cohesion. Finally, it discusses methods for measuring engagement through surveys and sharing and acting on the results. The overall message is that engaged employees are more productive and committed to their work, so non-profits should focus on understanding and improving engagement.
Happy at work 4 capturing the young and the restless how to make the edgy gen...Salt & Light Ventures
This document discusses how to engage the current generation of employees. It notes that most workforces are disengaged, costing companies millions per year. To engage employees, companies should pledge to be purpose-driven by defining the company and individual purposes and constantly communicating them. Companies should also pledge to be performance-oriented by defining and measuring expectations, and developing employees. Finally, companies should pledge to be principles-led by defining and demonstrating core values. The document emphasizes that actual change, new methods, and innovative tools are needed to create an engaged workforce.
Gamification: Pleasing the Human element at workSapna Patni
GAMIFICATION IS THE PROCESS OF USING GAME THINKING AND GAME MECHANICS TO SOLVE PROBLEMS AND ENGAGE USERS.
We have always engaged in Gamification right from school where marks, grades, certificates and results were equivalents to points, levels, badges and leader-boards respectively.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
This document discusses techniques for performing performance appraisals for agile teams. It begins by noting that individual performance evaluations are typically a focus in organizations but can create problems for agile teams focused on collaboration. Several techniques are proposed for evaluating agile teams, including using sprint report cards from customers and between team members to provide feedback. Metrics like team velocity should not be used to evaluate individuals. Regular feedback and reviews involving multiple perspectives are recommended over annual individual reviews.
This document discusses lessons learned about effective gamification in the enterprise. It argues that work already involves games but they are often poorly designed. The key lessons are: 1) Gamification requires a careful design process, not just adding features, 2) Design should focus on intrinsic motivations like meaning, autonomy and mastery, 3) Positive existing behaviors should be amplified through easy and social designs, 4) Changes must be made slowly and carefully to avoid unintended consequences, and 5) Simplicity is important for adoption and impact. Game elements can backfire if not properly implemented based on human behavior in organizational contexts.
This document summarizes a presentation about Salesforce's sales onboarding and culture. It discusses how Salesforce uses Salesforce Work.com to enable consistent and outstanding sales performance. Specifically, it highlights how Work.com allows Salesforce to provide meaningful coaching, recognize top performers, and hold all sales reps accountable to drive better performance outcomes. The presentation then demonstrates Work.com's capabilities.
Based on his recent 60-minute Work.com webinar, former COO of eBay, Maynard Webb, shares the hard-won lessons and key strategies for improving the performance of your sales team gained during his remarkable rise from entry-level employee at IBM to one of the most respected figures in Silicon Valley.
Key Takeaways:
1. Achieve your goals by learning to focus on what matters most
2. Empower your sales team to overcome obstacles and boost productivity
3. Navigate today's constantly shifting workplace by thinking like an entrepreneur
Learn more about Salesforce Work.com at http://work.com
Social apps like Facebook have transformed the way we connect, share and engage in our personal lives - but what if we could use a similar approach at work? Would bringing a social, collaborative approach to performance management help people be more productive and engaged? Hear first hand from 1-800 Flowers how they leverage social technologies to engage, motivate, and align their people and help them work better, together.
The document summarizes a presentation about increasing positive intelligence (PQ) at work. PQ involves shifting one's thinking from "saboteurs" like the judge, victim, and avoider, to a "sage" perspective of curiosity, empathy, innovation, purpose, and calm action. The presentation discusses research linking high PQ to sales performance and strategies for strengthening PQ, like identifying saboteurs and using "PQ reps" to weaken them. It also outlines "PQ powers" like empathizing and navigating with purpose, and principles for activating the PQ brain in buyers. The presentation aims to help people master the science of persuasion through developing higher PQ.
In our latest Leadership Series Web Seminar, Lane Becker - entrepreneur and co-author of New York Times bestseller "Get Lucky" - explores the secret formula behind the world's most successful organizations: "planned serendipity." Learn how to guarantee startup-like success for your business, over and over again.
In this Webinar, Shirzad Chamine - author of New York Times best seller “Positive Intelligence” -
explores a groundbreaking new science and practice that has helped hundreds of CEOs and their executive teams train their minds to combat “saboteurs” and make lasting improvements in performance and personal fulfillment.
LivingSocial Director of Global HR Colleen Wood delivers her company's vision for sustaining their social, collaborative culture.
See how Rypple helped Living Social achieve that vision as LivingSocial grew in the last year from 600 to 5000 employees.
Have questions on how to get started with Rypple Social Goals 2.0? Watch Meghan Gendelman from our Customer Success team as she demonstrates a new way for teams to stay focused on what really matters and make progress on shared goals.
This document summarizes a leadership webinar hosted by Scott Eblin on using everyday opportunities to develop leadership skills. Eblin discussed tools like using breaks to recharge, focusing communications around a what, so what, now what framework, and coaching employees using models like GROW. The webinar analyzed a sample leader's day, offering suggestions for improvement like setting clear goals, building in breaks, and connecting people to an inspiring larger purpose and vision. Eblin emphasized starting with quick wins and maintaining connections through his website and social media.
Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:
* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals
Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:
* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One
Michael Bungay Stanier is a senior partner at Box of Crayons who helps organizations do great work. He has written the best-selling book "Do More Great Work" and created the End Malaria book. He is Australian but now lives in Toronto with his Canadian wife. He discusses focusing on priorities and doing work you love.
Suzanne Rotondo and Gretchen Schmelzer
Master coach faculty members for Teleos’ flagship coach development and certification program
In the first of a three-part series on coaching, Suzanne and Gretchen will discuss, “What Neuropsychology Tells Us About the Positive Impact of Coaching with Compassion.”
Workplace Expert Jodi Glickman shares four easy steps to the most productive performance review you've ever had.
About Jodi Glickman
Jodi Glickman is an expert in training people how to navigate the workplace. She
founded the consulting firm, Great on the Job (GOTJ) in 2008 to provide Millennials and managers alike with effective communication strategies.
She is a former Peace Corps volunteer (Southern Chile) turned investment banker (Goldman Sachs) turned present-day communication expert. She can also be found contributing to Harvard Business Review, Fortune.Com and Business Insider.
This year Jodi published her book, “Great on the Job, What to Say, How to Say it, The Secrets of Getting Ahead.”
Michael Lopp — author of the acclaimed “Rands in Repose”
blog and the books “Being Geek” and “Managing Humans” — joins Rypple for an interactive chat. Learn how Michael runs 1:1s with his engineering team.
1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees.
2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits.
3. The document recommends organizations assess their level of respect, align respect with their mission and values, provide training on respectful behaviors, and consequate behaviors to work towards engaging employees.
Rypple's VP of Success and Engagement, Dan Portillo, explains how HR can apply the principles of Social Applications to better engage with their employees.
In this interactive session, Dave Logan gives you an overview of how to upgrade your organization one tribe at a time. The result is unprecedented impact and financial success. At the heart of this session is the principals’ ten-year study on thousands people (published in 2008 as Tribal Leadership) that mapped, for the first time, five stages of corporate culture and the unique leverage points to nudge a group forward.
1. The document discusses core ideas for building power, including developing qualities like will, ambition, focus, resilience, skills, self-knowledge, confidence, and the ability to understand and handle conflict.
2. It also discusses the importance of differentiating yourself, building relationships and networks, cultivating your reputation, and acting and speaking like a leader through body language, speech, and persuasion.
3. The overall message is that seeking power can benefit you by allowing you to influence organizations and change the world, and that pursuing power is important for your success and longevity.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
2. Key take-aways
1. What engagement means to your business
2. Critical role of feedback plays
3. Why it’s hard to get & how to make it easier
Bonus: harnessing the power of intrinsic motivation
3. My top 2 management lessons learned
1. It’s not about you, it’s about your team
2. Only your mother cares about how
smart you are *
*
2b.
Everyone
else
cares
about
results
.
6. What is “engagement” anyway?
“Engagement is about aligning individuals with
the mission
and
priorities
of the organization.”
Aberdeen Group study, July 2009
Beyond Satisfaction: engaging employees and retaining customers.
7. Engagement reality
Only
21% of employees are truly
engaged in their work
Towers Perrin, Global Workforce Study of 90,000
workers in 18 countries (2008)
7
14. Question
promote
“How do we drive engagement?”
15. Promoting engagement
“success
depends
on a company’s ability
to
unleash
the
initiative,
imagination
and
passion
of its employees”
Gary Hamel:
WSJ, Dec 2009
16. How to get there
1. Help people know how they’re doing
2. Make positive behaviors visible
3. Encourage ongoing learning
20. Good in theory, hard in practice
1. We all agree it’s a good idea
2. Some of us are good about doing it
3. Most of us aren’t *
* if you gave all your employees free gym memberships, how many would go?
26. …& give lots of feedback all at once.
“Here’s all the feedback. Now use it!” *
*
“By
the
way,
here’s
your
raise/bonus…”
26
27. Performance reviews don’t work
“Get Rid of the Performance Review! It destroys morale, kills
teamwork and hurts the bottom line.”
“Now is as good a time as any to think about giving up this
bankrupt process.”
28. How people feel about reviews
Y
N
1. Easy
to
complete?
☐
2. Are
they
consistently
helpful?
☐
3. Is
the
experience
enjoyable?
☐
4. Are
insights
easily
assimilated?
☐
29. Not surprising that…
75%!
People
hate
performance
reviews
*Bersin
Associate
Research
People
want
to
hear
60%! from
their
managers
on
a
daily
basis
*Robert
Half
InternaQonal
&
Yahoo
Hotjobs
Survey
30. formal
review
the
best
stuff
formal
review
Reviews miss the best stuff
31. Recognition promotes retention
17%!
People
leave
due
to
insufficient
recogniQon
at
work
*Salary.com
Employee
Job
SaQsfacQon
&
RetenQon
Survey
2007/2008
“One
at
a
Qme,
15-‐second
praising
is
10x
more
valuable
than
a
group
‘way
to
go
gang’.”
*Tom
Peters,
Author/Management
Guru
38. Monetary incentives don’t work
“…when the tasks involve higher levels of
cognition or creativity, the monetary incentives
actually stifle performance rather than drive it.
In addition, people undertake activities for
reasons of mastery, purpose, etc. rather than
specifically for monetary reward.”
Daniel Pink
Author, Drive
40. ConsumerizaQon
of
IT,
March
17,
2011
“95% of Information Workers Use Self-
95%
of
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
Purchased Technology for Work”
41. Future state of feedback
1. Continuous
2. Drive business results not
just artifacts
3. Clear benefit to the
employee
42. Solution for today’s workforce
Amplify existing social
95%
of
InformaQon
Workers
Ubehaviors that promote
se
Self-‐Purchased
Technology
for
Work
engagement
43. Behavior #1: give recognition
“The number one motivator of
peopleof
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
95%
is feedback on results.”
Ken Blanchard: Author, The One Minute Manager
44. Behavior #2: have frequent 1:1’s
“Encourage managers to have frequent,
ongoingf
conversationsse
Self-‐Purchased
staff.”
for
Work
95%
o InformaQon
Workers
U with their Technology
Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford
45. Behavior #3: get ongoing feedback
“Reach out to co-workers, listen
and learn, and Workers
Use
Self-‐Purchased
Technology
for
Work
95%
of
InformaQon
to focus on
continuous development.”
Marshall Goldsmith: CEO coach & best selling author
46. Oh, but it has to be…
Everyone does it
together
Integrates into
work life
People actually
want to do it.
47. Gamification* to the rescue!
* using game-play mechanics in non-
game applications to engage people.
48. Today, people are realizing that game design
has something to say about how we design
solutions to other problems.
49. You can’t save a crappy "
service/product/environment"
by bolting on game mechanics.
+
50. Ex: Gamification of personal relationships
1. Keep in touch with people I know
2. See what people I know are doing
3. Share the things I like with others
4. Know where the action is
5. Feeling of belonging to a group
Intrinsic desires
51. Unexplored
levels
Experiences
I
share
Unexplored
people
My
achievements
StaQsQcs
Icons
&
badges
Unexplored
achievements
52. What if people at work were as
engaged, happy & focused
as they are when gaming?
53. Leveling up
Leaderboards
Badges
Reality"
Work is already filled with
games & game-elements
with extrinsic rewards
54. Engagement * arises out of intrinsic factors
- experiences of competence, self-efficacy, and mastery
*Badges, leaderboards, etc. are the results of achieving mastery.
They’re not the reason to engage in the game.
56. The Key:
Provide an environment that
Feedback
promotes people’s desire to
achieve mastery of these
important behaviors at work
Coaching
Recognition
Goal Setting
57. Beware: not all work games work
And ournformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
game
95%
of
I favorite, the performance review
Formal with very infrequent feedback.
A ritual game with billions spent in wasted enterprise effort.
CONFIDENTIAL
58. Want to learn more about gamification at work?
http://www.slideshare.net/rypple
(Work Better. Play Together? On Enterprise Gamification)
59. The result of feedback mastery…
1. Greater
employee
engagement
2. Reduced
turnover
3. Increased
market
posiQon
60. Haven’t listened until now?
1. Engagement drives real business results
2. A feedback culture is key to promote engagement
3. Supercharge familiar behaviours to make feedback
easy & visible
Bonus: Tap into intrinsic motivation
60
62. Ping us anytime!
Ready
to
assess
your
people’s
Looking
to
learn
about
how
engagement
using
Drake
Rypple
can
help
promote
InternaQonal’s
Enterprise
feedback
and
engagement
in
Survey
soluQon?
your
organizaQon?
95%
of
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
Heather
Payne
David
Priemer
hpayne@na.drakeintl.com
dpriemer@rypple.com
416-‐216-‐1125
416-‐480-‐6498
@heatherpayne
@dpriemer
63. Work better, together.
Feedback, coaching and thanks.
#magic
#checkered
#bulb
#gears
#monstertruck
Hinweis der Redaktion
See what I learned was that at the end of the day, it wasn’t about me, it was about my team…I had to get the most out of them.Results were everything…it wasn’t about what I did before or how smart I thought I wasWe have a saying in the startup world “revenue solves all problems”But of course, I couldn’t do it by myself…I needed my team…but I realized I couldn’t just snap my fingers and make my team produce results….they had to be focused, they had to care, they had to work hard
…and so what I started to realize was that it was really all about one simple concept: ENGAGEMENT
Making sure that OUR PEOPLE are executing on OUR MISSIONBeyond Satisfaction: engaging employees and retaining customers.AUDIENCE QUESTION: RAISE YOUR HAND IF YOU FEEL YOU’RE GENERALLY ALIGNED WITH MISSION AND PRIORITIES OF YOUR COMPANY
A“Global Workforce Survey” conducted by Towers Perrinpolled more than 90,000 workers in 18 countries and found that only 21% of employees are truly engaged in their work.That’s a problem is you’re a 28 year old manager, with a team with 21 trying to hit pretty aspirational quota
BUT HOW DO WE GET PEOPLE TO SPEND MORE OF THEIR “DISCRETIONARY EFFORT” ON OUR WORK? HOW DO WE DRIVE“Our clients entrust the success of their businesses to us. They call on us to craft new and innovative approaches to help solve their toughest problems. If our people aren’t engaged and looking for ways to improve themselves and their teams, how can we deliver on our promise to our clients?“
Study showed the best in class organizations had a 2X the rate of customer satisfaction of average companies and 4X the rate of laggards.INCREASED MARKET POSITION = THE POINT OF BUSINESS!!!…and while it’s difficult to put your finger on the pulse of how you actually get that level of engagement, a individuals and consumers, many of us can identify organizations who have it!
Many of these are on Fortune magazine’s 100 Best Companies to work for: http://money.cnn.com/magazines/fortune/bestcompanies/2011/full_list/
The answer is…you can’t! You can’t make someone care.…so the thing is, being engaged and driving success doesn’t depend on what we’re told to do, it’s the about the environment that’s created for us.
So the best we can do is PROMOTE people’s desire to be engaged.
GARY HAMEL: London Business School. Author, Speaker, Influential business thinkerorganizations with best-in-class employee engagement have double the customer satisfaction/loyalty rates of average performers.So how do we do that? Well, we can provide our people with free pop or better yet, give them cool projects to work on, but in a world where employees, especially the GenY’s, come to work everyday with more of a “what can this job do for me” attitude, the learning the best way is to…
If I know how I’m doing, how to adjust my approach as needed, I can see what other people are doing well, and I’m encouraged to grow and develop, I’m going to spend a lot more of my discretionary effort on the business.
Your star players have talent and are motivated to get betterYou tell him how he’s doingSpent time practicing,showing him what the best hitters doEncourage him to get better
This is all great…so how do we do that? It’s not about what…its about HOW!
I work with Facebook…This is all great…so how do we do that? It’s not about what…its about HOW!
People are bad at doing this stuff…so let’s make them
So what do we to help people get engaged? We create systems, processes, and make them do it.
Some companies estimate that they spend 3% of their PAYROLL on this!
Miovision:Sit across the table from one another and behave differently.Why do we do this?QUESTION: do you find performance reviews helpful?
Old way is based on fear, compliance and measurement. A good idea for the time…and even from a structural perspective, they may be brilliant, but operationally they don’t work.I speak to dozens of HR professionals every week who say the exact same thing.I mean, imagine if we HAD all that information on people…how helpful would that be?!?
Idea behind the review itself aside…when you drill into the how people feel about the process/outcomes of reviews
We miss opportunities to correct poor behaviors, promote good ones, and just overall, tell people they’re doing a good job.
While we’re getting glimpses of the feedback problem, we’re also getting queues as to the potential solution
Workforce compositionWhat motivates usTools we use
Key Point: these elements describe the future state of employee performance programsLead in: there seems to be three primary concepts that forward-thinking organizations believe represent the future state of employee performanceLead out: so the question is….what’s the solution?
ASK AUDIENCE WHAT THEY DO?
This is where feedback and engagement intersects with technology…what we at Rypple spend a lot of time thinking about.How we take something that people want to do, make it easy, social fun, and help them realize personal value?!?
Insert images of well recognize games*using game-play mechanics in non-game applications to engage people. To get them into the state of flow.