BUSINESS CONCEPTS AND MODELS.pdf

One critical factor how successful organizations efficiently and effectively strategize and implement key plans and projects to achieve their objectives and goals is the fact that these organizations adopt and practice proven business concepts and models. Those organizations that do not will fail and fail again despite their best efforts.

This presentation lists useful business concepts and models learned, designed and applied in my Training, Facilitation and Instructional Design work

1. Useful concepts and models learned, designed and applied in my
Training, Facilitation and Instructional Design work

2. L3
L1
L2
LEADERSHIP : Leadership Development in an Organization

3. Identify
performance
issues
Clarify high
performance
expectations
Identify
performance
gaps & “hot
spots”
1.3
1.2
Refine/Develop
Leadership
Competency
Model
Define
Leadership
competency
elements
Develop
Leadership
Development
Blueprint
2.3
2.2
Establish
Leadership
Development
Project Team
Design &
develop
learning
solutions
Plan roll-out
of Leadership
Development
Program
3.3
3.2
Deliver
learning
Solutions
Assign
Individual and
Team Learning
Projects
Individual &
Team Coaching
for projects
4.3
4.2
Monitor
Individual &
Team Projects
5 -PHASE LEADERSHIP DEVELOPMENT PROCESS
ANALYZE
the Needs
Phase 1
DEVELOP
the Blueprint
Phase 2
PLAN
the
Implementation
Phase 3
IMPLEMENT
the Plans
Phase 4
MONITOR
Performance
Improvements
Phase 5
1.1 2.1 3.1 4.1
5.1
Evaluate
performance
and rectify
weakness
5.2
Final
evaluation &
Graduation
5.3
LEADERSHIP : Leadership Development Process

4. LEADERSHIP DEVELOPMENT PROGRAM BLUEPRINT
Individual
Project 1
E
Individual
Project 2
E
Individual
Project 3
E
Individual
Project 4
E
Individual
Project 5
E
Team Action Learning Projects (KPI based)E
Individual & Team Action Learning Projects Evaluation & Coaching
Needs
Analysis for
Leadership
Devt
1
Develop
Leadership
Competency
Model
2
Immediate
Supervisor
Briefing on
LDP
3
PRE-Program
Leadership
Assessment
(by Sup.)
MID-Program
Leadership
Assessment
(by Sup.)
POST-Program
Leadership
Assessment
(by Sup.)
1 Month 1 Month 1 Month 1 Month 1 Month 1 Month 6 Months
Course 1
Programs
4a
Leadership Development Learning Solutions
(to be identified, in line with Organization’s Goals)
4
1 Month
Course 2
Programs
4b
Course 3
Programs
4c
Course 4
Programs
4d
Course 5
Programs
4f
Final
Evaluation
&
Graduation
5
Specialized
Programs
for Top
Talents
6
LEADERSHIP : Development Program Blueprint

5. Level Level 1 Level 2 Level 3 Level 4
Role Support Operational Tactical Strategic
Position Executive Supervisor Manager Senior Management
LEADERSHIP COMPETENCIES (Able to)
Low HighIncreasing complexity in Competency
Competencies
needed to lead
Work Teams to
support
initiatives to
achieve
performance
targets
Competencies
needed to lead
Sections to
implement
projects to
achieve
performance
goals
Competencies
needed to lead
Departments to
deploy strategic
projects in
alignment with
Organizational
Vision, Mission
and Strategic
goals
Competencies
needed to lead
the
Organization or
Business
Divisions to
achieve
Organizational
Vision, Mission
and Strategic
goals
LEADERSHIP : Leadership Competency Model

6. L1 -Rights
People follow
because they have
to
•Based on title not
talent
•People will not follow a
positional leader
beyond their stated
authority
•Positional leaders
have more difficulty
with volunteers, white
collar workers & other
leaders
L2 -Relationship
People follow
because they want
to
•Relationships &
Communication
•You can love people
without leading them,
but you can’t lead
without loving them
•People get together
just to be together
•Forms the foundation
for the next level
L3 -Results
People follow
because of what
youhave done for
them or the
organization
•Morale is high, results
are good
•Momentum starts to
build
•Problems are easily
solved
•People get together to
accomplish
L4 -Reproduction
People follow
because of what
you have invested
in them
•Your main
responsibility is to
develop, not to do
•Loyalty to the leader is
huge
•You win peoples’
hearts by helping them
grow personally
L5 -Respect
People follow
because of who
you are and what
you represent
•Reserved for leaders
who have spent years
growing people and
organizations
•Those who reach this
level have earned the
respect of the
followers and are
great leaders
* John Maxwell
LEADERSHIP : 4 Levels of Leadership

7. Management
In the
21st Century
CLASSICAL FUNCTIONS
1Planning
2Organizing
3Leading
4Controlling
NEW FUNCTIONS
5Energizing
6Delegating
7Supporting
8Communicating
MANAGEMENT

8. INSPIRING
PEOPLE
WITH
10Cs
1
2
3
4
5
6
7
8
9
10
Create
Communicate
Challenge
Coach
Care
Character
Culture
Collaborate
Compensate
Celebrate
The most
important thing is
to try and inspire
people so that
they can be great
in whatever they
want to do

9. Create
Inspiring
Vision
Set
Challenging
Goals
Encourage
Challenges
To Status
Quo
Give
Freedom
To Act
Allow
Mistakes
INSPIRING
PEOPLE
INSPIRING PEOPLE : 5 Steps to Inspire Employees
1.A Vision is of little value unless it
generates enthusiasm and commitment
2.Apply the SMART principle and goals must
be supported by solid laid out plans
3.Don’t expect to do things the same way,
take the same actions and expect different
results. There is always a better way to do
everything
4.Encourage people to grow to their full
potential. Empower people to take actions
5.If you're not making mistakes, then you're
not doing anything. Judge by the number
of times they succeed, not by number of
times they fail
1
2
3
4
5

10. Managing Your Boss Model
Managing
Your Boss
Model
3
2 1
The 3 components:
Knowing Your Boss
Building Your Skills
Managing Difficult Boss
MANAGING YOUR BOSS

11. COACHING & MENTORING : The GROW Model
GROW
Model
The Grow Model can be used for
both Coaching and Mentoring
Grow
What do you want?
Reality
Where are you now
Options
What could you do?
Will
What will you do?
Created by Sir John Whitmore

12. You will achieve peak
performance when
you apply all 3
elements:
THINK it through
TALK to all
concerned
TASK
accomplishment
by taking action
THINK
1
TALK
2
TASK
3
3T MODEL OF PEAK PERFORMANCE

13. 3
Conscious Competence
You know what you know
2
Conscious Incompetence
You know what you don’t know
1
Unconscious Incompetence
You don’t know what you don’t know
COMPETENCY
4 Levels of Awareness / Competence
Unconscious Competence
You don’t know what you know
4

14. 5 -Phase Organizational Culture Transformation Program
DEFINE
the Culture
Phase 1
FORM
Culture
Transformation
Team
Phase 2
IMPLEMENT
Transformation
Initiatives
Phase 3
MEASURE
Culture
Commitment
Phase 4
MONITOR
Culture
Improvement
Phase 5
Identify key
beliefs aligned to
Vision, Mission &
Brand Promise
Define Value
Definitions &
Descriptors
Develop
Commitment
Levels and
Measurement
1.3
1.2
1.1
Form high level
Culture
Transformation
Team
Define roles &
responsibilities
Develop
Culture
Transformation
Plan /Roadmap
2.3
2.2
2.1
Obtain
Management
approval for
Transformation
Plan
Implement
Culture
Transformation
Initiatives
Assess
effectiveness
of Initiatives
and Enhance
3.3
3.2
3.1
Measure
Culture
Commitment
Levels
Assess Culture
gaps & Root
Causes
Report to
Management
4.3
4.2
4.1
Resolve
Culture Gaps
5.1
Evaluate
Culture
Transformation
Program
5.2
Report
progress to
Management
5.3
ORGANIZATIONAL CULTURE

15. STRATEGIC PLANNING MODEL
CURRENT STATE DESIRED FUTURE STATE
CHANGE AGENDA
3 –5 Years
( Where am I now? ) ( Where I want to go? )
( How do I get there? )
•Envisioning
•Financial
•Customer
•Resource
•Process
•People
•Vision/Mission
•Financial Goals
•Customer Goals
•Resource Goals
•Process Goals
•People Goals•Change Leader/Leadership
•Culture Transformation
•Learning Organization
•Organization Structure
•People Capability
•Continuous Improvement
•Balanced Scorecard
•Resistance to Change
•Enablers
•Communication
ANALYSIS TOOLS
•Business Result Scan
•Environment Scan
•Business Scan
•Organization Culture Scan
•People Capability Scan
•SWOT
STRATEGIC PLANNING MODEL

16. 5 PHASE STRATEGIC MANAGEMENT PROCESS
Analyze
Scenarios
1
Develop
Vision,
Mission &
Core Values
2
Formulate
Strategic
Objectives
3
Implement
Strategies
4
Evaluate
Performance
5
Developing
strategic Vision,
Mission & Core
Values for the
organization in
the long term
Formulating
strategic
objectives to
achieve
organizational
goals in line
with Vision &
Mission
Implementing
and executing
strategies with
project teams
undertaking
specific projects
Evaluating
performance,
reviewing new
developments
and initiating
corrective
actions
Analyzing
business and
competitive
environment ,
assessing
capabilities,
identify high
impact events &
develop
strategic intents
STRATEGIC MANAGEMENT : 5 -Phase Process

17. 17
4-STEP SCENARIO PLANNING PROCESS
Understand the
Environment
(Scenario)
1
Understand the
Organization
(Core
Competencies)
2
Develop
Scenarios
3
Develop
Strategic
Intents
4
SWOT Analysis•Political
•Economic
•Sociological
•Technological
•Environmental
•Legislative
Scenarios that
have high impact
on the
organization
Key strategic
intents for the
long term
SCENARIO PLANNING : 4 -Phase Approach

18. (Modifications based on the
past)
(Address current issues)
(Scenario planning
to develop strategic intents)
(Forward looking but lacks
purpose or intent)
Low
Low
High
High
Future Focus
Strategic Thinking
Prepared for
the Future
Normal
Growth
Business
as Usual
Wishful
Thinking
SCENARIO PLANNING MATRIX

19. SWOT ANALYSIS
19
INTERNAL EXTERNAL
STRENGTHS : Build on them
•What do you do better than your
competitors?
•What does your organization do well?
•What makes you stand out from your
competitors?
•What advantages do you have over other
businesses?
WEAKNESSES : Resolve them
•What do the competitors do better than you?
•Which areas are a struggle?
•What problems do you have?
•What do your customers complain about?
•What are the unmet needs of your
employees?
OPPORTUNITIES : Exploit them
•What weaknesses of your competitors can
you take advantage of?
•Which of your strengths are not being fully
utilized?
•Are there emerging trends that fit with your
organization’s strengths?
•Is there an area that you could do well in?
THREATS : Counter them
•What are your weaknesses that your
competitors can take advantage of?
•What could damage your business?
•Are your competitors becoming stronger?
•Are there emerging trends that amplify one of
your weaknesses
•What could threaten your organization’s
success?
POSITIVE
NEGATIVE

20. Whenever a problem arises,
do 3 things
FACE IT
1
FIGHT IT
2
FINISH IT
3
PROBLEM SOLVING : 3Fs in Problem Solving

21. 6-STEP
PROBLEM
SOLVING
MODEL
IDENTIFY
the
Problem
1
ANALYZE
the
Problem
2
GENERATE
Potential
Solutions
3
SELECT
the
Solution
4
IMPLEMENT
the
Solution
5
EVALUATE
the
Solution
6
PROBLEM SOLVING : 6-Step Problem Solving Model

22. ACTION
Strategies,
Techniques, Tactics
RESULT
Outcomes,
Consequences
QUESTIONING
Asks Why -Beliefs,
Assumptions
SINGLE LOOP LEARNING
Problem Solving
-React, decide & do
DOUBLE LOOP LEARNING
More than Problem Solving -reflect,
reevaluate, obtain feedback, reconsider
goal, objective, values
SINGLE LOOP LEARNING :Doing things right
DOUBLE LOOP LEARNING :Doing the right things
PROBLEM SOLVING : Double Loop Learning

23. 1
2
3
4
5
6
Define
issue
List
options
Gather
info
Consider
options
Make
decision
Open to
change
6 STEPS TO
MAKE GREAT
DECISIONS
1.What & Where is the problem/issue?
2.The more options you consider, the more likely you will
not overlook the best solution
3.You will make better decisions if you have investigated
thoroughly
4.Write down the pros and cons for each option and see
how they stack up against each other
5.When you are convinced that you have found the best
solution, commit to it
6.Be open to change if circumstances change
DECISION MAKING : 6 Step Process

24. Decision
Making
Mistakes
10
7
2
5
1
6
9
8
3
4
Procrastinate
Believe it's
"Make or
Break"
Not
Systematic
Do not
Consider
Different
Perspectives
Do not involve
Stakeholders
Psychological
Bias
Being
Overconfident
Do not
consider
Consequences
Do not
Communicate
Effectively
Do not correct
a wrong
decision
DECISION MAKING : 10 Decision Making Mistakes
10

25. Determine
Objectives
1.1
Identify threats
and available
resources
Evaluate lessons
learned
1.3
Develop
actions/tactics
1.4
Plan
contingencies
1.5
1.2
Set timing & Lay
out objectives
2.1
Brief scenario,
environment &
threats
Specify standards
tactics & timelines
2.3
Brief
contingencies
2.4
Wrap up briefing
2.5
2.2
Follow work list
3.1
Cross check
Mutual support
3.3
Monitor work
3.4
Correct deviations
3.5
3.2
Set time &
location
4.1
Analyze execution
against objectives
Lessons learnt
4.3
Transfer lessons
learnt
4.4
Positive
summation
4.5
4.2
Recognize
outcomes &
achievements
5.1
Celebrate
success
5.2
5 PHASE FLAWLESS EXECUTION MODEL
PLAN
1
BRIEF
2
EXECUTE
3
DEBRIEF
4
WIN
5
FLAWLESS EXECUTION

26. Work-life balance is a
concept to find the
right balance on time
and energy between
work and the other
important aspects of
life -family, friends,
community
participation,
spirituality, personal
growth and self care
WORK-LIFE BALANCE

27. WORK GOALS
& PROJECTS
Career
1.Work Performance
2.Recognition & Rewards
3.Promotion
4.Career Planning
5.Learning & Development
Boss
1.Recognition
2.Reliable
3.Relationship
4.Managing
5.Stress
Co-Workers
1.Participation
2.Teamwork
3.Disagreement
4.Competitiveness
5.Knowledge sharing
LIFE GOALS
& PROJECTS
Self
1.Financial Planning
2.Wellness
3.Happiness
4.Emotional
5.Learning
Family
1.Family time
2.Family comfort
3.Family activities
4.Children progress
5.Home improvement
Social
1.Status
2.Awards
3.Voluntary work
4.Contribution
5.Law abiding
WORK-LIFE BALANCE : Goals & Projects

28. Results
Conscious
Subconscious
Power To
Choose
Rationalizes and reasons
Acts instinctively
We Reap
What We Sow
Thoughts Are
Things
ABCof
Success

29. 5 -PHASE ADDIE 2.0 PROCESS
ANALYZE
Phase 1
DESIGN
Phase 2
DEVELOP
Phase 3
IMPLEMENT
Phase 4
EVALUATE
Phase 5
Conduct
learning needs
analysis
Identify issues &
problems
Finalize learning
requirements
1.3
1.2
1.1
Write course
purpose &
objectives
Plan structure &
contents of
course
Plan
instructional
strategy
2.3
2.2
2.1
Collect course
materials
Develop
learning
activities
Finalize course
materials
3.3
3.2
3.1
Pilot course
Assess adequacy
& refine
instructions
Release &
maintain course
4.3
4.2
4.1
Assess learning
effectiveness
5.1
Interpret
evaluation
results
5.2
Revise course
strategy &
materials
5.3
INSTRUCTIONAL SYSTEMS DESIGN : ADDIE 2.0

30. 30
Fit
✓Fit business improvement needs
✓Fit learners’ learning needs
✓Fit learning evaluation requirement
Fresh
✓Fresh learning
methodologies
✓Fresh concepts &
models
✓Fresh processes
Fast
✓Fast to design & develop
✓Fast to learn
✓Fast to apply
Fun
✓Fun to learn
✓Fun to deliver
✓Fun to experience
4Fs
of ISD
INSTRUCTIONAL SYSTEMS DESIGN : 4Fs of ISD

31. 10%
20%
70%
Education
Exposure
Experience
Most research points to the fact that learning
happens according to the 70:20:10 Rule
10% of all learning comes from
Education, like attending training courses
20%of learning comes from Exposure,
like asking colleagues, observing others,
social learning, networking
70% of learning comes from Experience,
like on-the-job tasks, practice, challenging
projects
LEARNING & DEVELOPMENT : 70:20:10 Model

32. Do it
What was supposed to happen?
What
happened?
What actually happened?
But why?
Why were there differences?
Now how?
How will I do better next time?
AFTER ACTION REVIEW (AAR)
LEARNING & DEVELOPMENT : After Action Review

33. 4Ps of Attendees
Participant
(Happy to be there, wants to
learn, enthusiastic and fully
engaged)
Prisoner
(Feels trapped and
just wants to escape,
not confrontational
but behavior, body
language, sullen
demeanor speak
volumes)
Protester
(Doesn't want to be there, and
will let everyone know about it,
often disagree with everything,
confrontational and make the
experience as unpleasant as
possible for everyone)
Passenger
(Physically in the
room but will not
engage with it or play
an active role, treating
the session as a
diversion from the
"day job” or irrelevant
to his role)
4Ps of
Attendees
LEARNING & DEVELOPMENT –4Ps of Attendees

34. Stairway to Knowledge
Synthesis
Analysis
Application
Comprehension
Knowledge
Evaluation
Recall of information or data
Understand the meaning and
interpretation
Apply what was learned or use in a new
situation
Separates material or concepts into
component parts to understand its structure
Put parts together to form a whole, to create a
new meaning or structure
Make judgments about the value of ideas or
materials
The Stairway to
Knowledge explains
what we do when we
acquire knowledge and
the steps we can take
to go further after we
acquire the knowledge.
Many get stuck at
Knowledge level, some
with degrees.
LEARNING & DEVELOPMENT : Stairway to Knowledge

35. Outdoor
Activity Site
Conducive
Learning
Environment
Desk/Chair
Seating
Whiteboard
Room Size &
Configuration
Flipchart
Indoor Activity
Space
Projector
Audiovisual
equipment
Lighting
Temperature
Noise
Air-circulation
Distractions
Obstructions
Workable
walls
Microphone
Restroom
Telephone
Snacks
Drinks
Lunch
LEARNING : Conducive Learning Environment

36. Where do
you want
to be?
People who don’t know me by name1
People who know me by name2
People like me3
People who are friendly with me4
People who respect me5
People
who value
a relationship
with me
6
MANAGING RELATIONSHIPS
THE RELATIONSHIP PYRAMID

37. H
Happiness
Happy customer
S
Super
Surprisingly very good
E
Expected
Nothing to talk about
R
Rubbish
A load of rubbish
F
Fired
Staff deserved to be fired
THE FRESH MODEL
Level
1
Level
2
Level
3
Level
4
Level
5
CUSTOMER SERVICE : The FRESH Model

38. What is Customer Service?
The 5 Basic Customer Service Qualities are:
Customer
Service
Responsiveness
(Prompt service and
help to customers
and prospects)
Reliability
(dependable,
accurate, consistent)
Tangibles
(facilities, equipment,
appearance of sales &
service staff
Empathy
(caring, individual
attention)
Assurance
(confidence of trust
and excellent service)
CUSTOMER SERVICE : 5 Basic Qualities

39. 8 Golden Rules of Customer Service
1.
Service with a
Smile
2.
Know your
products &
services
3.
The customer
is always
right
4.
Answer all
complaints
5.
Set service
excellence
standards
6.
Build brand
awareness
7.
Know your
U.S.P.
8.
Show
customer
appreciation
CUSTOMER SERVICE : 5 Basic Qualities

40. 1G
2G
3G
4G
TIME MANAGEMENT : The 4 Generations

41. Quadrantof
Deception
Things are urgent but
not important
Quadrantof
Necessity
Things are both urgent
and important
Quadrantof Waste
Thingsare neither
important nor urgent
Quadrantof
Focus
Thingsare important but
not urgent
DO IT DELAYIT
DELEGATE IT DROPIT
URGENT NOT URGENT
IMPORTANT
NOT IMPORTANT
TIME MANAGEMENT : Time Quadrant Matrix

42. Low
Low
High
High
SKILL
WILL
(High Will, High Skill)
Free from
debt!
(High Will, Low Skill)
Susceptible
to getting
into debt
(Low Will, Low Skill)
Will get
into debt
(Low Will, High Skill)
High chance
of getting
into debt
PERSONAL FINANCE : Will -Skill Matrix

43. It's a
distant
dream
It’s not a
concern
It's a minor
concern
For those 50 and
beyond, it's a reality
that must be dealt
with
RETIREMENT TO PEOPLE AT DIFFERENT AGES

44. PRE-RETIREMENT MODEL
CURRENT STATE DESIRED FUTURE STATE
PERSONAL CHANGE AGENDA
My Personal
Retirement Plan
Where I
will be
( Where am I now? ) ( Where I want to go? )
( How do I get there? )
Retirement
Readiness
Assessment
PRE-RETIREMENT : Pre -Retirement Model

45. 8 Ways to prepare for Retirement
Personal
Retirement
Plan
Review & Plan
Finances
1
Review Will
&Trust
2
Review
retirement
needs & goals
3
Getting Along
with People
4
Develop
healthy
lifestyle
5How to spend
your time
6
Personal
Development
7
Next career
move
8
PRE-RETIREMENT : Personal Retirement Plan

46. GOAL SETTING

47. A Positive
Mental
Attitude
Sound Health
Harmony in all
Relationships
Freedom from
Fear
Financial
Security
The Hope of
Achievement
The Capacity
to Understand
People
The Capacity
for Faith
Self Discipline
An Open Mind
on all Subjects
A Labourof
Love
Willingness to
share One’s
Blessing
12
Riches
of Life
THE 12 RICHES OF LIFE
21 43
910 78
12 5
11 6

48. Wheel
Of
Fortune
Vocation
1
Health &
Fitness
3
Personal
Growth
2
7
4
5
6
8
Home &
Family life
Finances
Spiritual
Englighten-
ment
Social
Resonsibi-
lities
Recreation
&Free time
WHEEL OF FORTUNE

49. What are the
performance
needs to achieve
results?
What are the
performance
issues/problems?
What competencies
do the performer
need to do the
job/task?
What knowledge/skill/
beliefs they must learn
to reduce the
competency gap?
What programs need to
be delivered to meet
learning needs
TRAINING
RELATED
NON-TRAINING
RELATED
PERFORMANCE
NEEDS
PERFORMANCE
ISSUES
COMPETENCY
NEEDS
LEARNING
OBJECTIVES/
NEEDS
LEARNING
SOLUTIONS
BUSINESS
NEEDS
What are the business
needs for the
Organization?
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
TRAINING NEEDS ANALYSIS (TNA) : Simplified

50. Don’t know that they
don’t know
(Unconscious
Incompetence)
Know what they don’t
know but may get
cynical about how
much the training can
actually help them
(Conscious
Incompetence)
Know what they know
yet mentally ready to
put in conscious effort
learn to improve
(Conscious
Competence)
Don’t know what they
know -they may want
to learn more, become
bored or challenge
(Unconscious
Competence)
4
Types
of Pax
TRAINING : 4 Types of Participants

51. PLAN
the
Presentation
P1
The 4Ps of Presentation
PREPARE
the
Presenter
P2
PRACTICE
how to
Present
P3
PRESENT
with
Confidence
P4
PRESENTATION SKILLS

52. Talks, seminars,
proposals, workshops,
conferences & meetings;
presenter share their
expertise, information is
exchanged
Informative
Convince audience to buy
your product or service, to
support your goals or
concepts, or to change
their minds or attitudes
Persuasive
Build goodwill, make
people feel good, build
respect for organization or
product, peers,
colleagues, and superiors
Goodwill
Sell product, service or
ideas; essentials for
success are knowing &
understanding your
audience & building
rapport
Sales
Serve more than one
purpose -to inform, build
positive image, create
goodwill or just to make
people happy
Entertainment
Present right image for
each audience, deliver the
right message in right
context &format, and
develop the right rapport
with audience segment
Political
Know what makes the
audience tick, use high-
energy presenting tactics
in order to capture
audience's attention for
the entire message
Motivation
Position a company or an
individual as a leader in an
industry or field, as an
expert on a certain
subject, as a good-guy
Image
8 Types
of
Presentations
PRESENTATION SKILLS : 8 Types of Presentations

53. CONFLICT RESOLUTION : 6 -Step Process
Discuss conflict in respectful
manner with disputants1
Identify the cause(s) of the
conflict2
Discuss how the conflict
impacts you, team or project3
Get each disputant’s views
on how to resolve conflict4
Identify solution both
disputants can support5
Agree on the action to be
taken6

54. Identify the cause of stress in your life1
List and prioritize the causes of stress2
Identify appropriate stress
management techniques
3
Create your stress
management plan and act
4
STRESS MANAGEMENT : 4 -Step Process

55. Have SEX everyday!
XSE
Stress Reduction Formula
STRESS MANAGEMENT : Practice SEX
Sis Smile-Smile with yourself, family and everyone you meet
Eis Enjoy-Enjoy life to the fullest
Xis Xcting-Make your life exciting, not mundane or routine

56. PerformingForming
Stage 1
•Team come
together for the first
time
•Focus to build
relationships within
the team
•Clarify the goals or
end result
•Characterized with
both anxiety and
uncertainty
•Relationships are
guarded, cautious
Storming
Stage 2
•Members feel more
comfortable
expressing
opinions
•Some internal
conflict emerge
within the group
•conflict between
Conflicts due to
working styles or
disagreement of
opinion or values
•This phase can
take up to 3 or 4
meetings before
transitioning into
the Norming phase
Norming
Stage 3
•Members become
positive about the
team as a whole
•Team relationships
are better, they
respect and trust
each other
•Team focused on
the purpose and
end result
•Responsibilities
and working
relationships are
established
•Decisions are
made and new
ideas developed
Stage 4
•Team members
trust and accept
each other
•Team has a shared
mission and clearly
knows the purpose
•Team members
demonstrates great
working relationship
and support each
other
•Members direct
their energies
towards the
attainment of goals
•Upon completion of
project the Team is
Adjourned
TEAM DEVELOPMENT : 4 Stages

57. TEAMWORK : 10Cs

58. Denial
Commitment
Exploration
Resistance
1.Denial -Unwilling or unable to face challenge
2.Resistance -Actions taken too slow or refuse Change
3.Exploration -First step towards the Change
4.Commitment-Identify with and accepting the Change
CHANGE : The Change Process

59. 1
Establish
Objectives
2
Analyze
Current
Situation
3
Identify
possible
Strategies
4
Finalize
Strategies
5
Formulate
Action Plans
6
Assign roles &
responsibilities
7
Implement
Action Plans
8
Monitor &
Control
How does a Leader plan?
PLANNING : The Planning Process

60. My
Business
Network
Internal External
Boss
Peers
Subordinates
Subordinates of
Subordinates
Boss of Boss
Other Department
Staff
Suppliers
Regulatory Bodies
Customers
Competitors
Professional &
Trade Associations
Social & Civic
Clubs
NETWORKING : My Business Network

61. Level 5
Level 4
Level 3
Level 2
Level 1 Share stories
Share Information
Share Detail Data & Content
Share Resources
Share Secrets & Confidences
5 Levels of
Business Networking
NETWORKING : 5 Levels of Business Networking

62. THE SEVEN BASIC FEARS
1Fear of Poverty
2Fear of Criticism
3Fear of Ill Health
4Fear of Loss of Love
5Fear of Old Age
6Fear of Loss of Liberty
7Fear of Death
Nearly everybody
in the world
suffers from one
or more of the
seven basic fears
Some people
suffer from all of
them
You must drive
out these
negative
influences
CHANGE : 7 Basic Fears

63. NetworkingCoordinatingCooperatingCollaborating
Exchanging
information
for mutual
benefit
Exchanging
information
for mutual
benefit and
adjusting
activities to
achieve
common
outcome
Exchanging
information
for mutual
benefit,
adjusting
activities and
sharing
resources to
achieve
common
outcome
Exchanging
information for
mutual benefit,
adjusting
activities,
sharing
resources and
enhancing
each other’s
capacity to
achieve
common
outcome
Teaming
Working
together for
mutual
purpose
COLLABORATION CONTINUUM

64. Punishment Orientation
Reward Orientation
Good Boy Orientation
Authority Orientation
Social Contract
Orientation
Ethical
Principle
Stage1
Stage2
Stage3
Stage4
Stage5
Stage6
Obey rules to avoid
punishment
Obey rules to obtain
reward
Obey rulesto receive
approval of others
Obey rules to avoid
censure by authority
Obey rules to obtain
respect
Guided by universal
ethical principles
Kohlberg believed that individuals progress through one stage at a time
Only about 25% of people grow to Stage 6, the majority at Stage 4
KOHLBERG’S 6 STAGES OF MORAL DEVELOPMENT

65. ThankYou
Contact :
[email protected]
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