A good IT (and other technology) governance process, is an opportunity to involve the workforce fully and create positive change dynamics (see also Appreciative Inquiry)
Atelier: les Responsabilités, Compétences et Comportements du Leadership dans la formation "Leadership pour un fonctionnement d'équipe efficace" de Learning Tree International France
Déterminer son profil émotionnel selon Richard DavidsonValentijn de Leeuw
Richard Davidson, neuro scientifique dans le domaine de l'émotion à établi six axes qui décrivent le profil émotionnel. Le questionnaire dans son livre "The emotional life of your brain" est traduit en français, et accompagné d'une brève explication et d'une interprétation. Pour plus de détails, se référer au livre
Résumé des livres de Christophe André comment gérer les personnalités difficiles. Comment ces personnes voient le monde. Conseils pratiques pour le manager, le collaborateur ou le conjoint
A good IT (and other technology) governance process, is an opportunity to involve the workforce fully and create positive change dynamics (see also Appreciative Inquiry)
Atelier: les Responsabilités, Compétences et Comportements du Leadership dans la formation "Leadership pour un fonctionnement d'équipe efficace" de Learning Tree International France
Déterminer son profil émotionnel selon Richard DavidsonValentijn de Leeuw
Richard Davidson, neuro scientifique dans le domaine de l'émotion à établi six axes qui décrivent le profil émotionnel. Le questionnaire dans son livre "The emotional life of your brain" est traduit en français, et accompagné d'une brève explication et d'une interprétation. Pour plus de détails, se référer au livre
Résumé des livres de Christophe André comment gérer les personnalités difficiles. Comment ces personnes voient le monde. Conseils pratiques pour le manager, le collaborateur ou le conjoint
This performance appraisal form contains sections for employees and their managers to evaluate performance over a given period. The employee lists key responsibilities and major accomplishments, which the manager then comments on and rates. The employee also notes any disappointments. The manager provides feedback on 16 performance criteria, such as reliability, initiative, and communication skills. Goals are set for the next review period. Once completed, both parties sign and date the evaluation.
Summary of Davidson's Emotional Styles, and his assessment to determine
- how attentive we are
- how self-aware
- how resilient we are
- if our outlook is positive and in how far
- how socially intuitive we are and
- how sensitive we are to social context.
followed by a summary of what extremes on the scales of these styles can mean in practice.
WIB March 2016 de Leeuw Focus on basics: simple, robust and safe automation a...Valentijn de Leeuw
At the process automation users association WIB, March 2016, ARC's Valentijn de Leeuw gave a presentation about simple, robust and safe automation and IT from instrument up to and including Industrial IoT networks
Slides used to guide the discussion during MESA workshop at ARC Europe Industry Forum in Amsterdam, March 3rd, 2016.
Includes notes of the discussion. Subjects: challenges in MOM/MES: complexity related to supply chain, manufacturing and new product introduction. Organizational alignment and governance.
Emotional intelligence skills in a leadership context. Distinguishing skills for excellent leaders are highlighted. Includes references and further reading.
My preferred books on management, leadership applied psychology and emotional...Valentijn de Leeuw
Boring list, but contains great reading. The powerpoint file with management literature I share, also contains comments about the content and recommendations for reading
Screen shots and Flip Charts during Learning Tree 906 in EnglishValentijn de Leeuw
Screen shots of hand drawns and flip charts made during a Learning Tree 906 training, "Management Techniques for an IT Environment, by Valentijn de Leeuw.
All pictures are within a single Word document for ease of up and download. For comments and questions please contact me at v.deleeuw@controlchaingroup.com
Management role model: improvement opportunities by MintzbergValentijn de Leeuw
Mintzberg's role model aims to describe how we work as managers. Mintzberg suggests to reflect on our current management, to improve. This short presentation summarizes the potential for improvement as described in his article "The Manager's Job: Folklore and Fact". For now this article is in French. I will
an English version too.
Valentijn de Leeuw, PARTICEPS sarl, v.deleeuw@controlchaingroup.com
Les bases théoriques de la communication: principes, risques et moyens de controle.
Un résumé des bonnes pratiques de communication.
Mes suggestions pour une communication consciente, constructive, capable d'exprimer des ressentis et des demandes, sans blesser ou exercer des pressions.
Comment résoudre les conflits de manière constructive. Cela nettoye, et transforme les conflits 'pesants' dans une exercice de clarification prèsque joyeuse.
This document discusses performance management for matrix organizations that combine both project and functional management. It suggests using a framework that includes starting projects, conducting projects through various stages, and closing projects, while also accounting for employees' functional roles outside of projects. The framework aims to balance both project and ongoing responsibilities for employees in matrix structures.
This document discusses avoiding judgment and the importance of objective analysis when providing feedback or making decisions. It notes that judgment should not be based on biases or assumptions, as that can create unfair treatment and unnecessary pain. Instead, complex situations requiring judgment should first be analyzed without emotion so the analysis is not influenced by any negative judgments. Only after thorough analysis can an objective judgment be made that considers all factors, and plans should include checks to verify judgments remain objective.
This performance appraisal form contains sections for employees and their managers to evaluate performance over a given period. The employee lists key responsibilities and major accomplishments, which the manager then comments on and rates. The employee also notes any disappointments. The manager provides feedback on 16 performance criteria, such as reliability, initiative, and communication skills. Goals are set for the next review period. Once completed, both parties sign and date the evaluation.
Summary of Davidson's Emotional Styles, and his assessment to determine
- how attentive we are
- how self-aware
- how resilient we are
- if our outlook is positive and in how far
- how socially intuitive we are and
- how sensitive we are to social context.
followed by a summary of what extremes on the scales of these styles can mean in practice.
WIB March 2016 de Leeuw Focus on basics: simple, robust and safe automation a...Valentijn de Leeuw
At the process automation users association WIB, March 2016, ARC's Valentijn de Leeuw gave a presentation about simple, robust and safe automation and IT from instrument up to and including Industrial IoT networks
Slides used to guide the discussion during MESA workshop at ARC Europe Industry Forum in Amsterdam, March 3rd, 2016.
Includes notes of the discussion. Subjects: challenges in MOM/MES: complexity related to supply chain, manufacturing and new product introduction. Organizational alignment and governance.
Emotional intelligence skills in a leadership context. Distinguishing skills for excellent leaders are highlighted. Includes references and further reading.
My preferred books on management, leadership applied psychology and emotional...Valentijn de Leeuw
Boring list, but contains great reading. The powerpoint file with management literature I share, also contains comments about the content and recommendations for reading
Screen shots and Flip Charts during Learning Tree 906 in EnglishValentijn de Leeuw
Screen shots of hand drawns and flip charts made during a Learning Tree 906 training, "Management Techniques for an IT Environment, by Valentijn de Leeuw.
All pictures are within a single Word document for ease of up and download. For comments and questions please contact me at v.deleeuw@controlchaingroup.com
Management role model: improvement opportunities by MintzbergValentijn de Leeuw
Mintzberg's role model aims to describe how we work as managers. Mintzberg suggests to reflect on our current management, to improve. This short presentation summarizes the potential for improvement as described in his article "The Manager's Job: Folklore and Fact". For now this article is in French. I will
an English version too.
Valentijn de Leeuw, PARTICEPS sarl, v.deleeuw@controlchaingroup.com
Les bases théoriques de la communication: principes, risques et moyens de controle.
Un résumé des bonnes pratiques de communication.
Mes suggestions pour une communication consciente, constructive, capable d'exprimer des ressentis et des demandes, sans blesser ou exercer des pressions.
Comment résoudre les conflits de manière constructive. Cela nettoye, et transforme les conflits 'pesants' dans une exercice de clarification prèsque joyeuse.
This document discusses performance management for matrix organizations that combine both project and functional management. It suggests using a framework that includes starting projects, conducting projects through various stages, and closing projects, while also accounting for employees' functional roles outside of projects. The framework aims to balance both project and ongoing responsibilities for employees in matrix structures.
This document discusses avoiding judgment and the importance of objective analysis when providing feedback or making decisions. It notes that judgment should not be based on biases or assumptions, as that can create unfair treatment and unnecessary pain. Instead, complex situations requiring judgment should first be analyzed without emotion so the analysis is not influenced by any negative judgments. Only after thorough analysis can an objective judgment be made that considers all factors, and plans should include checks to verify judgments remain objective.
1. Auto-évaluation de compétences managériales - plan de développement - suivi
Nom Date phase de préparation Date formation Date fin de période de suivi
déviations réel -
Potentiel / Défis
avant formation
après formation
Commentaires,
Opportunités /
Commentaires
antérieures et
Evaluation de
Evaluation de
Evaluation de
Compétences
Priorité (1-3)
compétences
compétences
compétences
après suivi /
compétence
Formations
expérience
exécutées
Niveau de
Besoins /
coaching
Actions
cible
plan
Plan
Niveau 1-4 Niveau 1-4 Pr 1-3
Compétences managériales essentielles
Connaissance de modèle de rôle managériale
Créer un vision et définition d'objectifs
Leadership et motivation de personnes
Capacité a créer des relations de confiance
Outils de management
Brainstorming and Créativité
Cause et effet et résolution de problème
Communication
Bases de communication, dysfonctionnements, moyens de contrôle
Donner du feedback
Résolution de confit et conclure des accords
Négociation
Reporting
Justification de projet
Construction et fonctionnement d'équipe
Caractéristiques d'équipes efficaces
Phases de construction d'équipes
Fonctionnement et dynamique d'équipe
Travail d'équipe de management (management latéral)
Equipes virtuelles
Equipes multiculturelles
Développement organisationnel
Organisation, réorganisation
Analyse de processus opérationnels
Conduite du changement
Gestion des savoirs et des compétences
Gestion des ressources
Budget, ressources et contraintes
planning et gestion des compétences
Définition de postes, recrutement
Réductions d'effectifs
Développement de la performance
Planning de performance, planning de développement
Suivi, apprentissage et coaching
Appréciation de la performance, évaluation
2. Salaires, avantages et bonus
Autogestion
Auto-appréciation
Chercher et recevoir du feedback
Gestion du temps et des priorités
Stratégie
Stratégie et optimisation a multiples objectifs
Business plan
Gestion de performance sur base de valeur
Gestion de portefeuille
Marketing stratégique, gestion de cycle de vie de produit
Finances
Analyse financière
Création de valeur
Business case
Audit
Gestion de projet
Bases de gestion de projet
Gestion de portée, charte, démarrage
Gestion de couts et de valeur
Gestion de ressources projet
Planning de projet
Gestion de qualité
Intégration client
Intégration de fournisseur
Communications de projet
compétences chef de projet
Gestion de programme et de portefeuille
Autres
Présentation , parler en public
Langues
Anglais
Français
Espagnol
Informatique