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This document outlines how to effectively structure and conduct a mentoring program. It discusses setting goals for the program, such as reducing turnover and increasing productivity. It provides guidance for mentors on expectations at the start, during, and end of the mentoring relationship. Key aspects of mentoring covered include developing trust, regular check-ins, empowering mentees, and providing feedback. The document also reviews skills mentors should demonstrate, such as active listening, asking open-ended questions, and maintaining a positive attitude.
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Becoming a Total Leader through Authenticity, Integrity_Pdf Version
1) The document discusses a model for total leadership development called the Total Leadership Process, which involves three phases: becoming real through reflecting on your values and focus areas, becoming whole by assessing your performance and satisfaction across key domains like work, home, community, and self, and becoming innovative through experimenting with changes.
2) It provides examples of leadership experiments like finding a better work-life balance, sharing leadership responsibilities, and organizing charitable team activities.
3) The presenter proposes a six-month total leadership challenge program involving group learning, mentorship, and committing to shared experiments, and invites the audience to participate.
Research in Action #4
Issue #4: Fostering Close and Effective Relationships in Youth Mentoring Programs.
This series was developed by MENTOR and translates the latest mentoring research into tangible strategies for mentoring practitioners. Research In Action (RIA) makes the best available research accessible and relevant to the mentoring field
Many Ways to Keep the Promise
This document discusses what mentors in the TeamMates program need for support. It finds that mentors need improved communication, confidence building, appreciation, and strength-based support. Before being matched with mentees, mentors need quality training and realistic expectations to build confidence. While matched, mentors need contact and communication. Mentors are also part of a larger support team including coordinators, school staff, and other mentors. The document outlines new resources that will be provided to mentors, including a new website, training sessions, and gatherings to promote ongoing learning and a growth mindset.
Mentoring
This document discusses mentoring and provides guidance on establishing effective mentoring relationships. It defines mentoring as a relationship aimed at personal and professional growth. Successful mentoring is voluntary, confidential, and involves regular meetings between mentors and protégés. Mentors can fulfill various roles like coaches, teachers, advisors and friends. Protégés seek career guidance, feedback, and support becoming more politically savvy. Effective mentoring benefits both individuals and organizations by facilitating learning and improving performance.
The Science Behind TeamMates
This document discusses how a mentoring organization called TeamMates collects and uses data from its program. It explains that program coordinators collect data and import it into a central office for analysis and review. The analyzed data is then used for statistics, dashboards, survey results, case statements for fundraising, marketing, recruiting, grant proposals, grant reporting, and decision-making. The document also compares some of TeamMates' program metrics like match length and quality to national averages, showing how data helps demonstrate the organization's impact and aligns with its mission. It provides resources for partners and encourages experimenting with data.
Coaching for Maximum Results
This document discusses coaching and provides guidance for those who want to be a coach. It states that anyone can be a coach as long as they demonstrate clarity, supportiveness, confidence building, mutuality, perspective, and patience. It also notes that everyone could benefit from coaching, whether it is for high-potential development, executive coaching, or skill improvement. The document recommends non-directive and holistic coaching approaches and provides tips for preparation, the coaching process, and setting goals that are specific, measurable, attainable, relevant and timely. It highlights communication, ongoing support, and trust as important factors and notes benefits like increased contribution, self-direction, skills and loyalty from coaching.
Student Retention
In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
Research In Action #5
The document summarizes key findings from research on why youth mentoring relationships end prematurely. It discusses factors related to the youth, mentor, and relationship processes that can influence match duration. Programs can take steps to prevent early endings, such as providing thorough mentor training, screening for consistency, supporting cross-cultural relationships, and monitoring matches through regular contact and support. Addressing common challenges through training and ongoing support can help mentors and youth build strong, enduring relationships.
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Becoming a Total Leader through Authenticity, Integrity_Pdf Version
1) The document discusses a model for total leadership development called the Total Leadership Process, which involves three phases: becoming real through reflecting on your values and focus areas, becoming whole by assessing your performance and satisfaction across key domains like work, home, community, and self, and becoming innovative through experimenting with changes.
2) It provides examples of leadership experiments like finding a better work-life balance, sharing leadership responsibilities, and organizing charitable team activities.
3) The presenter proposes a six-month total leadership challenge program involving group learning, mentorship, and committing to shared experiments, and invites the audience to participate.
Research in Action #4
Issue #4: Fostering Close and Effective Relationships in Youth Mentoring Programs.
This series was developed by MENTOR and translates the latest mentoring research into tangible strategies for mentoring practitioners. Research In Action (RIA) makes the best available research accessible and relevant to the mentoring field
Many Ways to Keep the Promise
This document discusses what mentors in the TeamMates program need for support. It finds that mentors need improved communication, confidence building, appreciation, and strength-based support. Before being matched with mentees, mentors need quality training and realistic expectations to build confidence. While matched, mentors need contact and communication. Mentors are also part of a larger support team including coordinators, school staff, and other mentors. The document outlines new resources that will be provided to mentors, including a new website, training sessions, and gatherings to promote ongoing learning and a growth mindset.
Mentoring
This document discusses mentoring and provides guidance on establishing effective mentoring relationships. It defines mentoring as a relationship aimed at personal and professional growth. Successful mentoring is voluntary, confidential, and involves regular meetings between mentors and protégés. Mentors can fulfill various roles like coaches, teachers, advisors and friends. Protégés seek career guidance, feedback, and support becoming more politically savvy. Effective mentoring benefits both individuals and organizations by facilitating learning and improving performance.
The Science Behind TeamMates
This document discusses how a mentoring organization called TeamMates collects and uses data from its program. It explains that program coordinators collect data and import it into a central office for analysis and review. The analyzed data is then used for statistics, dashboards, survey results, case statements for fundraising, marketing, recruiting, grant proposals, grant reporting, and decision-making. The document also compares some of TeamMates' program metrics like match length and quality to national averages, showing how data helps demonstrate the organization's impact and aligns with its mission. It provides resources for partners and encourages experimenting with data.
Coaching for Maximum Results
This document discusses coaching and provides guidance for those who want to be a coach. It states that anyone can be a coach as long as they demonstrate clarity, supportiveness, confidence building, mutuality, perspective, and patience. It also notes that everyone could benefit from coaching, whether it is for high-potential development, executive coaching, or skill improvement. The document recommends non-directive and holistic coaching approaches and provides tips for preparation, the coaching process, and setting goals that are specific, measurable, attainable, relevant and timely. It highlights communication, ongoing support, and trust as important factors and notes benefits like increased contribution, self-direction, skills and loyalty from coaching.
Student Retention
In this slide, we are trying to describe what is student retention, student monitoring system,impotent of leadership and why retention rate can be decreased.
Research In Action #5
The document summarizes key findings from research on why youth mentoring relationships end prematurely. It discusses factors related to the youth, mentor, and relationship processes that can influence match duration. Programs can take steps to prevent early endings, such as providing thorough mentor training, screening for consistency, supporting cross-cultural relationships, and monitoring matches through regular contact and support. Addressing common challenges through training and ongoing support can help mentors and youth build strong, enduring relationships.
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This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
Talent Management Metrics
This document discusses talent analytics and employee engagement. Talent analytics uses past employee data like performance reviews and exit interviews to predict future outcomes and make smarter hiring and retention decisions. It examines where an organization finds talent and how it measures employee competencies during reviews. The presentation also discusses how engagement surveys can provide insights into what motivates employees and identifies target areas for improvement, noting that highly engaged organizations see benefits like less absenteeism and turnover. It analyzes an experience department's survey results to highlight questions employees feel strongest and weakest about. The presentation emphasizes using data from the past (hindsight) and present (insight) to inform planning for the future (foresight).
Kids Taking Over! Peer Coaching as a STEM Strategy NAA 2015
Peer coaching is proposed as a STEM strategy for after school programs. It fosters youth development by giving students ownership and autonomy over peer teaching. Peer coaches can help other students grasp difficult concepts through extra support. After school programs provide an ideal setting for peer coaching as they promote skill building, supportive relationships, and responsibility. Teens make good peer coaches as they can communicate content simply and inspire excitement. Programs should select coaches based on leadership abilities and train them on teaching skills, conflict resolution, and lesson content like UV beads and stomp rockets. Both short and long-term planning are needed to implement an effective peer coaching program.
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Executive buy-in has been proven to make the critical difference in driving both the adoption and the effectiveness of your employee recognition program. But how do you engage the execs and obtain the support necessary to launch an effective program?
Staff Development Survey Results Fall 2014
This survey summarizes the results of the Staff Development Committee's fall 2014 survey within the Division of Student Affairs at a university. Some key findings include:
- Over 30% of staff responded to the survey. Most were aware of the Staff Development Committee and found having one to be valuable.
- Around half attended a professional development session and found them useful, though many cited scheduling conflicts.
- Over 80% had attended division-wide staff meetings and events and generally found them informative, though some feedback suggested improving applicability and reducing frequency of meetings.
- Staff supported continuing to offer a new employee orientation both in-person and online to aid networking and understanding staff roles across the division.
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This document discusses attraction and commitment drivers in the New Zealand state sector. It presents survey results showing the most important attraction and commitment drivers for employees. These include manager quality, development opportunities, compensation, and work-life balance. The document also discusses definitions of engagement, models of engagement, and factors that can improve engagement such as leadership, communication, career development and recognition.
Mentorship, Helping People Into Their Greatness
This document discusses mentoring within a club organization. It defines the roles of a mentor as a role model, coach and confidante who offers knowledge and wisdom. It outlines the benefits of mentoring for the protégé, mentor and club, including helping new members learn skills and standards, and helping established members refine their skills. Qualities of effective mentors and protégés are provided. The document also discusses establishing a formal mentoring program within a club and providing guidance to mentors.
Climate Survey Nov 17, 2014
The Division of Student Affairs at the University of North Texas conducted a climate survey of its employees in Fall 2014. The survey aimed to develop a better understanding of how DSA employees relate to one another and their level of job satisfaction. Over 380 employees responded, with most having worked at UNT for 1-5 years. The survey found generally positive ratings of aspects like feeling part of a team and appreciation from supervisors. However, fewer employees agreed they have clear career paths or that their opinions count within DSA. The results will help DSA identify areas of strength and opportunities for improving inclusion, equity and job satisfaction.
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The document provides information about partnerships and capacity building. It discusses the importance of building staff capacity to build a great organization. It then defines various terms related to organizational structure and governance. The document outlines the partnership life cycle process involving identifying, planning, implementing and reviewing partnerships. It discusses challenges local NGOs may face in partnering with international organizations and provides tips for creating successful partnerships based on principles like equality, transparency and responsibility. Finally, it explains the purpose of conducting an organizational capacity assessment to establish baselines and identify capacity building needs between partner organizations.
Capacity Building
Capacity building is a set of activities and decisions that strengthens an organization’s operations and enables it to better achieve its MISSION.
Sample presentation
The survey results from the Department of Business at the University found that:
- 100% of respondents agreed or strongly agreed they are very engaged in their job
- On average, faculty spent 70% of their time on teaching, 18% on scholarship, and 19% on service
- For teaching, the amount of time was rated as just right, while scholarship and service time were rated as too little
- Key helping factors for success included collaboration, experience, and motivation, while inhibiting factors included lack of support, preparation, and too many demands on time
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Jason O'Dwyer - Holistic
This document provides a holistic overview of supporter care. It discusses the top three things supporters expect: experience, connection, and integrity. It then examines each of these expectations in more detail and provides strategies for delivering against supporter expectations, such as empowering staff, engaging audiences, and ensuring compliance. The document concludes by outlining desired outcomes, including deep connections, motivated supporters, sustained brand awareness, and increased income.
Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment
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MLC16_Session2D_HighPerformingVolLeaders
This document discusses the skills, responsibilities, and impact of high performing volunteer leaders in hospice agencies. It outlines that volunteer leaders require skills in human resource management, customer service, training, commitment to quality, fiscal management, and community outreach. When volunteer leaders have these skills, they can impact agency operations, census growth, cost savings, innovative programs, community collaboration, and media/marketing. The document provides examples of performance measures and ways to document the value volunteer leaders provide through monthly reports and surveys. The overall message is that high performing volunteer leaders are essential to the success and sustainability of hospice agencies.
What works in staff volunteerism - Tshikululu Social Investments workshop 2010
What works in staff volunteerism - Tshikululu Social Investments workshop 2010Tshikululu Social Investments
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Desiree Storey (Manager, FirstRand Volunteers Programme) discusses what works in staff volunteerism.Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Joining the Team: Covering Your Governance Bases (CBCA)
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including:
Governing roles and responsibilities.
Various “hats” board members wear and when to wear each one.
Clearer roles, expectations, and commitments of board and staff in organizational leadership.
Strategies for effective recruitment and retention of boards.
Enhancing accountability among board leadership for sustainability.
Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
A Guide to Strategic Mentoring
Mentoring is a one-to-one relationship to promote the professional and personal growth of a mentee. A mentor provides essential information, gives feedback, encourages, provides emotional support and promotes their mentee to others whenever possible.
Effective strategic mentoring can improve the development of high potentials and improve the global interoperability of your organization.
Strategic Mentor is one of the Learning Paths we offer within our One World Curriculum, which delivers thought leadership in Managerial, Global and Virtual Capabilities. We offer radical flexibility by utilizing virtual classrooms, e-learning, webcasts, apps, forums and other online tools, such as the Country Navigator.
Contact us today to find out more: enquiries@tmaworld.com
Mentoring main
Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.
Contenu connexe
Tendances
Community capacity building
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
Talent Management Metrics
This document discusses talent analytics and employee engagement. Talent analytics uses past employee data like performance reviews and exit interviews to predict future outcomes and make smarter hiring and retention decisions. It examines where an organization finds talent and how it measures employee competencies during reviews. The presentation also discusses how engagement surveys can provide insights into what motivates employees and identifies target areas for improvement, noting that highly engaged organizations see benefits like less absenteeism and turnover. It analyzes an experience department's survey results to highlight questions employees feel strongest and weakest about. The presentation emphasizes using data from the past (hindsight) and present (insight) to inform planning for the future (foresight).
Kids Taking Over! Peer Coaching as a STEM Strategy NAA 2015
Peer coaching is proposed as a STEM strategy for after school programs. It fosters youth development by giving students ownership and autonomy over peer teaching. Peer coaches can help other students grasp difficult concepts through extra support. After school programs provide an ideal setting for peer coaching as they promote skill building, supportive relationships, and responsibility. Teens make good peer coaches as they can communicate content simply and inspire excitement. Programs should select coaches based on leadership abilities and train them on teaching skills, conflict resolution, and lesson content like UV beads and stomp rockets. Both short and long-term planning are needed to implement an effective peer coaching program.
How to get Executive Buy-in for Employee Recognition
Executive buy-in has been proven to make the critical difference in driving both the adoption and the effectiveness of your employee recognition program. But how do you engage the execs and obtain the support necessary to launch an effective program?
Staff Development Survey Results Fall 2014
This survey summarizes the results of the Staff Development Committee's fall 2014 survey within the Division of Student Affairs at a university. Some key findings include:
- Over 30% of staff responded to the survey. Most were aware of the Staff Development Committee and found having one to be valuable.
- Around half attended a professional development session and found them useful, though many cited scheduling conflicts.
- Over 80% had attended division-wide staff meetings and events and generally found them informative, though some feedback suggested improving applicability and reducing frequency of meetings.
- Staff supported continuing to offer a new employee orientation both in-person and online to aid networking and understanding staff roles across the division.
Attraction and committment drivers,Clare Bennett (some slides removed)
This document discusses attraction and commitment drivers in the New Zealand state sector. It presents survey results showing the most important attraction and commitment drivers for employees. These include manager quality, development opportunities, compensation, and work-life balance. The document also discusses definitions of engagement, models of engagement, and factors that can improve engagement such as leadership, communication, career development and recognition.
Mentorship, Helping People Into Their Greatness
This document discusses mentoring within a club organization. It defines the roles of a mentor as a role model, coach and confidante who offers knowledge and wisdom. It outlines the benefits of mentoring for the protégé, mentor and club, including helping new members learn skills and standards, and helping established members refine their skills. Qualities of effective mentors and protégés are provided. The document also discusses establishing a formal mentoring program within a club and providing guidance to mentors.
Climate Survey Nov 17, 2014
The Division of Student Affairs at the University of North Texas conducted a climate survey of its employees in Fall 2014. The survey aimed to develop a better understanding of how DSA employees relate to one another and their level of job satisfaction. Over 380 employees responded, with most having worked at UNT for 1-5 years. The survey found generally positive ratings of aspects like feeling part of a team and appreciation from supervisors. However, fewer employees agreed they have clear career paths or that their opinions count within DSA. The results will help DSA identify areas of strength and opportunities for improving inclusion, equity and job satisfaction.
LLC Webinar Series: Coaching as a Leadership Development Strategy
Leadership development is on the forefront of grantmaker and capacity builders' minds, particularly as organizations navigate the current realities they face. This webinar was for experienced capacity builders who are interested in exploring coaching as a leadership development strategy. CompassPoint shared what they have learned about how coaching can help nonprofit leaders succeed along with highlights from the Coaching and Philanthropy Project and their own work incorporating coaching into several leadership development programs.
Partnerships and capacity building
The document provides information about partnerships and capacity building. It discusses the importance of building staff capacity to build a great organization. It then defines various terms related to organizational structure and governance. The document outlines the partnership life cycle process involving identifying, planning, implementing and reviewing partnerships. It discusses challenges local NGOs may face in partnering with international organizations and provides tips for creating successful partnerships based on principles like equality, transparency and responsibility. Finally, it explains the purpose of conducting an organizational capacity assessment to establish baselines and identify capacity building needs between partner organizations.
Capacity Building
Capacity building is a set of activities and decisions that strengthens an organization’s operations and enables it to better achieve its MISSION.
Sample presentation
The survey results from the Department of Business at the University found that:
- 100% of respondents agreed or strongly agreed they are very engaged in their job
- On average, faculty spent 70% of their time on teaching, 18% on scholarship, and 19% on service
- For teaching, the amount of time was rated as just right, while scholarship and service time were rated as too little
- Key helping factors for success included collaboration, experience, and motivation, while inhibiting factors included lack of support, preparation, and too many demands on time
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Jason O'Dwyer - Holistic
This document provides a holistic overview of supporter care. It discusses the top three things supporters expect: experience, connection, and integrity. It then examines each of these expectations in more detail and provides strategies for delivering against supporter expectations, such as empowering staff, engaging audiences, and ensuring compliance. The document concludes by outlining desired outcomes, including deep connections, motivated supporters, sustained brand awareness, and increased income.
Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment
This presentation, given by our President at the 2018 MGMA Annual Meeting, explains why cultural fit is so important and how to create a physician recruitment blueprint that focuses on fit.
MLC16_Session2D_HighPerformingVolLeaders
This document discusses the skills, responsibilities, and impact of high performing volunteer leaders in hospice agencies. It outlines that volunteer leaders require skills in human resource management, customer service, training, commitment to quality, fiscal management, and community outreach. When volunteer leaders have these skills, they can impact agency operations, census growth, cost savings, innovative programs, community collaboration, and media/marketing. The document provides examples of performance measures and ways to document the value volunteer leaders provide through monthly reports and surveys. The overall message is that high performing volunteer leaders are essential to the success and sustainability of hospice agencies.
What works in staff volunteerism - Tshikululu Social Investments workshop 2010
What works in staff volunteerism - Tshikululu Social Investments workshop 2010Tshikululu Social Investments
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Desiree Storey (Manager, FirstRand Volunteers Programme) discusses what works in staff volunteerism.Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Joining the Team: Covering Your Governance Bases (CBCA)
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including:
Governing roles and responsibilities.
Various “hats” board members wear and when to wear each one.
Clearer roles, expectations, and commitments of board and staff in organizational leadership.
Strategies for effective recruitment and retention of boards.
Enhancing accountability among board leadership for sustainability.
Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
Tendances (20)
Kids Taking Over! Peer Coaching as a STEM Strategy NAA 2015
Kids Taking Over! Peer Coaching as a STEM Strategy NAA 2015
How to get Executive Buy-in for Employee Recognition
How to get Executive Buy-in for Employee Recognition
Attraction and committment drivers,Clare Bennett (some slides removed)
Attraction and committment drivers,Clare Bennett (some slides removed)
LLC Webinar Series: Coaching as a Leadership Development Strategy
LLC Webinar Series: Coaching as a Leadership Development Strategy
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment
Focus on Fit: A Cultural Blueprint for Successful Physician Recruitment
What works in staff volunteerism - Tshikululu Social Investments workshop 2010
What works in staff volunteerism - Tshikululu Social Investments workshop 2010
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Joining the Team: Covering Your Governance Bases (CBCA)
Joining the Team: Covering Your Governance Bases (CBCA)
Similaire à eShares Mentoring bootcamp
A Guide to Strategic Mentoring
Mentoring is a one-to-one relationship to promote the professional and personal growth of a mentee. A mentor provides essential information, gives feedback, encourages, provides emotional support and promotes their mentee to others whenever possible.
Effective strategic mentoring can improve the development of high potentials and improve the global interoperability of your organization.
Strategic Mentor is one of the Learning Paths we offer within our One World Curriculum, which delivers thought leadership in Managerial, Global and Virtual Capabilities. We offer radical flexibility by utilizing virtual classrooms, e-learning, webcasts, apps, forums and other online tools, such as the Country Navigator.
Contact us today to find out more: enquiries@tmaworld.com
Mentoring main
Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.
The Mentoring Journey
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Kahn mentoring for success3 2009
This document discusses mentoring and mentoring programs. It provides information on defining different types of mentors, including scholarly mentors, co-mentors, career mentors and advisors. It also discusses responsibilities of mentors and mentees. The document outlines workshops provided by the UCSF-GIVI CFAR Mentoring Program and the need to recruit and train new mentors. It concludes that mentoring is important for career development but requires administrative support and funding to be effective.
Navy Mentorship
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
EOM کارمند نمونه ماه
یه کارمند نمونه رو چطری باید سنجش کرد
این فایل به شما کمک میکنه که معیار ها و پاراکتر هایی که باید اخر هر ماه یا فصل بهشون از ۱ تا ۵ امیتاز بدید و در نهایت ببنید که کدومی یکی از پسنل تحت مدیریت شما شایسته تقدیر هست
SAMPLE Mentoring Makes a Difference Presentation.ppt
This document provides an overview of mentoring and outlines the key benefits and components of an effective mentoring program. It discusses that mentoring programs can help manage knowledge, ease transitions, promote networking and development, and help retain talent. A credible mentoring program requires commitment from top management, clear expectations and goals aligned with corporate strategy, training for mentors and mentees, and evaluation of results. The document also provides details on the roles of a mentoring program facilitator and the typical steps to implement a program, from recruitment to ongoing management and assessment of impacts.
Launching an Effective Mentoring Program
1) The document defines mentoring as a collaborative partnership between a mentor with greater skills and experience and a protégé seeking to increase their skills. It discusses the responsibilities and benefits for both mentors and protégés.
2) It recommends establishing a formal mentoring program to help new employees, promote underrepresented groups, and ensure knowledge sharing. A good program can help with retention and development.
3) The document outlines the stages of an effective mentoring relationship - preparing, negotiating goals and expectations, the active enabling stage, and eventual closure as the protégé becomes independent. It provides tips for starting and maintaining successful mentoring partnerships.
Pd Mentoring Resource
The document provides information about mentoring within AIESEC. It discusses what mentoring is, its purpose and benefits for both mentors and mentees. It outlines where mentoring fits into the AIESEC experience, including taking on responsibilities, leadership roles, working abroad and future career preparation. It provides guidance on identifying suitable mentors and mentees, establishing expectations and goals, the stages of a mentoring relationship, topics for meetings, and evaluating the mentoring relationship.
Supv Succ Ii Leadership Blanchard
This document discusses employee passion and leadership strategies for inspiring passion. It summarizes Ken Blanchard's research finding that employee engagement is critical for productivity, profitability and customer loyalty. According to Blanchard, strategic and operational leadership are key to motivating employees. The document then lists eight factors that contribute to employee passion: meaningful work, collaboration, fairness, autonomy, recognition, growth opportunities, connectedness with leaders and colleagues. Leaders can impact employee perception in these areas to increase passion. It also provides tips for encouraging employees from authors Jim Kouzes and Barry Posner, such as setting clear standards, expecting the best from people, and celebrating accomplishments together.
Presentation On Coaching And Counselling
This is one of effective presentations Ive came across..It has been extremely useful in dealing with individual cases.
MentorshipProgramSlides
This document summarizes a mentoring program. It discusses what mentoring is, the benefits it provides to protégés, mentors, and companies. It also outlines different types of mentoring relationships and roles. The document gives guidance on the key aspects of a successful mentoring relationship, including relationship fundamentals, goal setting, meeting structure, and feedback. It provides tips for mentors, protégés, managing conflicts, and ensuring the relationship's success.
Mentoring workshop osni
This document discusses the roles and attributes of effective mentors and mentees in clinical placements. It defines mentoring and outlines the values of good mentors, including being supportive, patient, respected, and able to motivate and train mentees. Good mentees are willing to learn, have a positive attitude, and can accept and offer feedback. The document also discusses barriers to mentoring, principles of effective mentoring, different mentoring styles, and the mentoring process.
Building a Successful Mentoring Program: Mentor Support, Recognition, & Reten...
Join us for this webinar to learn about standards 7 and 8, focusing on mentor support, recognition, and retention, as well as match closure procedures. In this webinar, we will examine how to support and provide recognition to mentors and other volunteers for their hard work and we will discuss the importance of using a formal match closure procedure. We will identify a variety of methods of providing ongoing mentor support, training, supervision, and recognition as well as explore the key aspects of a match closure procedure.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
Building a Successful Mentoring Program: Matching Strategy and Monitoring Mat...
Join us for this webinar to learn about standards 5 and 6, which explore strategies for establishing and monitoring matches. In this session we will discuss the elements of a matching strategy, including possible criteria and recommendations for determining and making a match. In addition, we will discuss the importance of ongoing support and supervision to the success satisfaction and duration of a match, look at the progression of mentoring relationships, and the frequency and purpose of checking in with mentors and mentees throughout the duration of the match.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
Student mentoring: A case study
The document discusses student mentoring and its implementation at Jaipuria Institute of Management. It defines mentoring as guidance from experienced individuals to less experienced individuals. It outlines various types and dimensions of mentoring including intellectual, psychological, social and career dimensions. It then discusses the stages of mentoring and learning, benefits of mentoring, and strategies for implementing a mentoring program including forming groups, training, and evaluation. It provides details of Jaipuria Institute of Management's mentoring program which aims to enhance student success, employability, and social integration through a formal and informal eclectic mentoring approach.
Mentoring_Brussels_2015
The document outlines the objectives and deliverables of a mentoring program over multiple meetings. The program aims to help mentees with career mentoring, self-discovery, developing leadership skills, and long-term career goals. Mentors will provide guidance in areas like emotional intelligence, stress management, and professional development. The relationship will progress from an initial dependency phase to the mentee becoming empowered and able to self-mentor. Meetings will address challenges, validate goals, and monitor progress towards successful outcomes.
Shared leadership (chppd)
Shared leadership relies on interdependent relationships, creativity, and a variety of approaches. It values passion, deference to others' knowledge and skills, resourcefulness, and partnerships. Recognition and rewards are provided through positive reinforcement and empowerment within a safe environment without "turfism." Problems are the responsibility of all team members, who have opportunities to share, participate, and take ownership. Shared leadership develops a culture of trust, respect, and cooperation through open conversation and seeking employee opinions. It moves away from "command and control" towards distributing knowledge and power to build relationships and develop ethical principles for individual and professional growth. The pitfalls of shared leadership include a lack of focus on outcomes, laziness, loss of innovation, and
How2 mentor
The document provides guidance on establishing effective mentor-protege relationships in the Navy. It defines mentoring and outlines Navy policy supporting mentoring. It discusses the benefits of mentoring for mentors, proteges and the Navy. It provides tips for finding a suitable match and establishing expectations through a written agreement. It also offers best practices for providing constructive feedback, managing conflicts and ensuring a collaborative relationship focused on the protege's development goals.
Leadership and personality Trait managment
This document provides information about leadership training. It defines leadership as empowering group members to work together toward a common goal or vision. It lists skills commonly possessed by leaders such as being committed to a vision, communicating effectively, and problem solving. It discusses traits of good leaders such as having the desire to lead, commitment to the organization's mission and vision, and integrity. It also covers different leadership styles like autocratic, democratic, bureaucratic, and charismatic leadership. Finally, it discusses how to lead teams effectively through approaches like delegating tasks and mentoring other members.
Similaire à eShares Mentoring bootcamp (20)
SAMPLE Mentoring Makes a Difference Presentation.ppt
SAMPLE Mentoring Makes a Difference Presentation.ppt
Building a Successful Mentoring Program: Mentor Support, Recognition, & Reten...
Building a Successful Mentoring Program: Mentor Support, Recognition, & Reten...
Building a Successful Mentoring Program: Matching Strategy and Monitoring Mat...
Building a Successful Mentoring Program: Matching Strategy and Monitoring Mat...
Plus de Ricardo Moraes
Founder Institute - Customer Development
O documento fornece exemplos de perguntas para realizar entrevistas com clientes durante o processo de desenvolvimento de produtos, incluindo segmentação de clientes, descoberta de problemas, validação de soluções e otimização de produtos. As perguntas são organizadas por etapa do processo e fornecem dicas sobre como conduzir as entrevistas de forma efetiva.
Ricardo moraes camara alema
A startup is defined as a temporary organization designed to search for a scalable and repeatable business model under conditions of uncertainty. The real purpose of a startup is to deliver a new product or service in an uncertain environment. Effective startup practices include having cross-functional teams that draw, prototype, and test ideas, acting like an established company from the beginning, organizing tasks and communication properly, and finding a clear goal or "north star" to guide the organization. Metrics and legal shareholder agreements are also important elements of successful startups.
Investments & Valuation Class
O documento discute os principais conceitos relacionados ao mercado de investimentos privado e como negociar com fundadores e investidores. Ele aborda: 1) as etapas de uma startup; 2) métodos de avaliação de empresas; 3) fontes de financiamento para startups em diferentes estágios; e 4) fatores importantes em negociações com investidores.
Workshop Como fazer um pitch - Startup Weekend
O documento fornece instruções sobre como fazer um pitch (apresentação de vendas). Ele lista os principais elementos a serem incluídos em um pitch, como introdução, problema, solução, usuários e tamanho de mercado, produto, canais de aquisição e métricas, benefícios, modelos de receita, concorrentes, equipe e próximos passos. O documento também fornece dicas sobre elementos da voz, expressão não verbal e preparação para um pitch.
Workshop Como fazer um pitch - Startup Weekend
O documento fornece instruções sobre como fazer um pitch bem-sucedido, listando os principais elementos a serem abordados, como introduzir o problema e a solução proposta, descrever o mercado-alvo, produto e métricas, benefícios, modelo de receita, concorrentes, equipe e próximos passos, concluindo de forma memorável.
ePitch - Como fazer um pitch - Campus Party 2016
Este documento fornece instruções sobre como fazer uma apresentação pitch perfeita, destacando a importância de: 1) Pesquisar sobre o tema e preparar um roteiro e slides; 2) Apresentar de forma clara o problema, mercado, solução, concorrência e próximos passos; 3) Treinar a apresentação para projetar confiança através da postura, gestos, tom de voz e contato visual.
Workshop - Diario de Bordo do Empreendedor
Um workshop sobre o que é empreendedorismo e startups com base nos conceitos de grandes mestres, exercícios de como definir seus valores e sobre auto conhecimento para melhor trabalhar em equipe.
5,5 dicas para os mentores do Startup Weekend
O documento discute os objetivos e melhores práticas para mentores no Startup Weekend. Ele enfatiza que o objetivo principal não é criar startups viáveis, mas sim proporcionar uma jornada de aprendizado e conexões. O documento fornece conselhos como ouvir mais do que falar, tirar os times da zona de conforto de forma construtiva, e celebrar os pequenos sucessos.
What is a Startup?
Definitions about what is a startup based on experts opinions and my own experience working with them.
Como fazer um Pitch da sua Startup - Ricardo Moraes
O documento fornece instruções sobre como fazer um pitch bem-sucedido, destacando os principais elementos que devem ser abordados: problema, solução, mercado, modelo de negócios, concorrência, equipe e próximos passos. Além disso, dá dicas sobre a postura, expressão facial, tom de voz e outros aspectos importantes da apresentação.
Workshop Investimentos & Negociacao - Ricardo Moraes
O documento discute conceitos financeiros importantes para startups, como estágios de desenvolvimento, métricas financeiras, projeção de receitas, margem de contribuição e ferramentas para captação de recursos. Também aborda os riscos de investir em startups e como negociar com fundadores e investidores.
SW Education Curitiba 2014 - Deck Facilitador - Ricardo Moraes
Este documento descreve o programa de um evento de empreendedorismo em educação chamado Startup Weekend Curitiba. Ele inclui a agenda do evento, regras, palestrantes, jurados, mentores e detalhes sobre as apresentações finais de pitches de startups participantes.
SW POA 2014 - Deck Facilitador - Ricardo Moraes
O documento descreve o programa do Startup Weekend Porto Alegre, incluindo os organizadores, patrocinadores, regras, palestrantes e mentores. O evento de três dias visa inspirar a mudança na vida dos empreendedores através da criação e validação de ideias de negócios.
Viabilidade Financeira para Startups - CONNEPI 14
Palestra sobre Viabilidade Financeira para Startups - Universo IF - CONNEPI 2014
www.connepi2014.com/
Finanças e Investimentos para Startups - Startup Pirates Foz ´14
Workshop sobre Finanças e Investimentos para Startups no programa Startup Pirates - Foz do Iguaçu 2014
Como Levantar Capital para sua Startup - Hub Escola ´14
Este documento fornece orientações sobre como levantar capital para startups, incluindo opções como bootstrapping, aceleradoras e investidores-anjo. Explica a importância de demonstrativos financeiros como balanço patrimonial, fluxo de caixa e avaliação da empresa para atrair investidores. Também discute termos como valuation pré e pós-investimento, diversas rodadas de captação e diluição da participação dos sócios.
A case for crm team 11 - beacon hill version 1.1 ppt
CRM is a business strategy focused on customer relationships that has grown in adoption from 53% in 2003 to 75% in 2010. It involves collecting customer data, integrating it into meaningful information, and using it across sales, marketing, and service to develop stronger customer relationships. Analysts predict 33% of CRM spending will be on hosted on-demand services by 2015.
Innovation Centers
The document discusses innovation centers and their role in supporting entrepreneurship. It provides an overview of innovation centers, describing their origins in the 1940s and proliferation since then. Innovation centers aim to accelerate startup growth through business resources and services. They can have different structures and serve different clients. Case studies are presented that show innovation centers can create jobs and economic growth in their communities while helping startup companies succeed long-term. Key factors for innovation center success include strong management, access to business services, networking opportunities, flexible workspace, and early-stage funding.
Beacon hill team11_vale_csr_v2.0
Vale is a Brazilian mining company founded in 1904 with over 115,000 employees worldwide. It operates in ferrous and non-ferrous minerals, coal, logistics and services. Vale focuses on corporate social responsibility through its sustainable development policy, environmental management programs, $781 million invested in social and environmental projects in 2009, and partnerships with organizations like the UN Global Compact. The presentation evaluates Vale's CSR performance and recommends expanding CSR programs outside of Brazil and improving diversity.
Plus de Ricardo Moraes (19)
Como fazer um Pitch da sua Startup - Ricardo Moraes
Como fazer um Pitch da sua Startup - Ricardo Moraes
Workshop Investimentos & Negociacao - Ricardo Moraes
Workshop Investimentos & Negociacao - Ricardo Moraes
SW Education Curitiba 2014 - Deck Facilitador - Ricardo Moraes
SW Education Curitiba 2014 - Deck Facilitador - Ricardo Moraes
Finanças e Investimentos para Startups - Startup Pirates Foz ´14
Finanças e Investimentos para Startups - Startup Pirates Foz ´14
Como Levantar Capital para sua Startup - Hub Escola ´14
Como Levantar Capital para sua Startup - Hub Escola ´14
A case for crm team 11 - beacon hill version 1.1 ppt
A case for crm team 11 - beacon hill version 1.1 ppt
Dernier
Learnings from Successful Jobs Searchers
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
按照学校原版(UofT文凭证书)多伦多大学毕业证快速办理
快速办理【(UofT毕业证书)多伦多大学毕业证】【176555708微信号】硕士毕业证成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Connect to Grow: The power of building networks
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
在线办理(UOIT毕业证书)安大略省理工大学毕业证在读证明一模一样
原件一模一样【微信：bwp0011】《(UOIT毕业证书)安大略省理工大学毕业证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问微bwp0011
【主营项目】
一.毕业证【微bwp0011】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微bwp0011】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
原版一模一样【微信：741003700 】【加拿大萨省大学毕业证文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
A Guide to a Winning Interview June 2024
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
办理阿卡迪亚大学毕业证（uvic毕业证）本科文凭证书原版一模一样
原版一模一样【微信：741003700 】【阿卡迪亚大学毕业证（uvic毕业证）本科文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
体育博彩论坛-十大体育博彩论坛-体育博彩论坛|【网址🎉ac55.net🎉】
在体育博彩论坛，你会发现数之不尽的在线博彩机会，包括世界各地的精彩体育赛事以及绝佳的赔率。此外，体育博彩论坛还会为你提供诸如赌场、宾果和扑克等在线游戏以及各种各样的奖金优惠，包括体育博彩论坛的免费投注。无论你是忠实的足球迷，或者是二十一点的专业玩家，在这里都可以找到你最感兴趣的投注市场或游戏。
Switching Careers Slides - JoyceMSullivan SocMediaFin - 2024Jun11.pdf
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Leadership Ambassador club Adventist module
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
How to overcome obstacles in the way of success.pdf
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
一比一原版布拉德福德大学毕业证（bradford毕业证）如何办理
一模一样【微信：A575476】【布拉德福德大学毕业证（bradford毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
官方认证美国旧金山州立大学毕业证学位证书案例原版一模一样
原版一模一样【微信：741003700 】【美国旧金山州立大学毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Gabrielle M. A. Sinaga Portfolio, Film Student (2024)
My portfolio as a highly motivated film student pursuing a career in Yogyakarta.
一比一原版美国西北大学毕业证(NWU毕业证书)学历如何办理
原版办理【微信号:BYZS866】【美国西北大学毕业证(NWU毕业证书)】【微信号:BYZS866】《成绩单、外壳、雅思、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路）我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信号BYZS866】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信号BYZS866】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Community Skills Building Workshop | PMI Silver Spring Chapter | June 12, 2024
Community Skills Building Workshop | PMI Silver Spring Chapter | June 12, 2024Hector Del Castillo, CPM, CPMM
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.Dernier (20)
thyroid case presentation.pptx Kamala's Lakshaman palatial
thyroid case presentation.pptx Kamala's Lakshaman palatial
Leave-rules.ppt CCS leave rules 1972 for central govt employees
Leave-rules.ppt CCS leave rules 1972 for central govt employees
Switching Careers Slides - JoyceMSullivan SocMediaFin - 2024Jun11.pdf
Switching Careers Slides - JoyceMSullivan SocMediaFin - 2024Jun11.pdf
How to overcome obstacles in the way of success.pdf
How to overcome obstacles in the way of success.pdf
Gabrielle M. A. Sinaga Portfolio, Film Student (2024)
Gabrielle M. A. Sinaga Portfolio, Film Student (2024)
Community Skills Building Workshop | PMI Silver Spring Chapter | June 12, 2024
Community Skills Building Workshop | PMI Silver Spring Chapter | June 12, 2024
eShares Mentoring bootcamp
- 1. Mentoring Bootcamp How to get the best from each other
- 4. Agenda eShares Mentoring Program Understanding Mentoring Mentoring Process Mentoring Skills
- 5. Mentoring program goals Reduce turnover Better management Increase customer satisfaction Increase productivity
- 6. Mentors’ expectations Start Set up the engagement contract Attitude to build trust
- 7. Mentors’ expectations During Keep a positive attitude Regular check-ins Give directions
- 8. Mentors’ expectations Closing Develop mentee’s critical thinking Reduce dependencies
- 9. Lack of understanding the benefits Lack of resources Lack of a facilitator Lack of measurement Risks
- 11. Athena’s encouragement and practical plans for dealing with personal dilemmas
- 13. Personal & Career Development
- 14. Guidance
- 16. Ongoing relationship that can last
- 18. Mutual trust
- 19. Regular “contact” & conversation
- 20. Genuine belief in the process
- 23. Uniqueness
- 25. Synergy
- 27. Relationship
- 29. Mentees
- 30. Mentees Reflection Willingness to learnConfidentiality Active listening Commitment Responsibility Take on initiatives
- 31. Mentees Reflection Willingness to learnConfidentiality Active listening Commitment Responsibility Take on initiatives
- 33. Make contact
- 34. Create agenda
- 36. Co-op diary
- 37. Come prepared!
- 38. Art of Mentoring
- 39. Different Hats Teacher Counselor Referral Agent Door Opener Role Model Guide Advisor Motivator
- 40. Mentors
- 41. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 42. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 43. “Ear of child” Track positive energy Enhance positive attitude
- 44. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 45. Be fully present Watch the “whole person” Repeat
- 46. S.B.I. Formula for Feedback Situation Describe the situation Behavior What they did Impact Impact of that behavior
- 47. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 48. Get inside “other’s shoes” Eyes, voice & “touch” Points of view
- 49. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 50. Open ended questions Vital few vs. energy sappers Create a list & rank it
- 51. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 52. “And what if…” Speech vs. actions; intent vs. impact Compassionate “anger”
- 53. Mentors Appreciative Inquiry Storytelling & self-disclosure Positive challenge Active listening & Observation Concreteness & Focus Empathy, Warmth & Respect
- 54. Choice of stories Full emotions Mentee’s stories
- 55. Do’s
- 56. Real, short & meaningful Relevant Engagement
- 57. Tone of voice Characteristics & settings Time for reflection
- 58. Don’ts
- 63. Share best practices Ask for help
- 64. ...And that is normal. Some people just don’t click
- 65. ...And that is normal too. Sometimes work isn’t always fun
- 68. “Success is when I add value to myself. Significance is when I add value to others.” - John Maxwell