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Matt LeClair

Gallup_Building a Team With Talent - 0 views

gmj.gallup.com/...building-team-talent.aspx

resources research survey relationship working values design employee manager motivation personality intelligence talent team

shared by Matt LeClair on 09 May 12 - No Cached
  • Team members who understand one another's abilities not only trust one another, they can easily distinguish the areas in which their time and talents are most effectively applied from those better left in the hands of teammates. It's easy to see how this improves the team's efficiency.
  • we described how the dialogue between individuals with different dominant strengths improves the quality of the decision-making process
  • A good manager will take the time to deconstruct the daily operation of his or her team, identifying where it bogs down and where it over-accelerates.
  • ...17 more annotations...
  • Those insights can then be used as a basis for dialogue within the team, allowing each member to better understand his or her ideal role relative to the other team members
  • ensure that the team operates as more than the sum of its parts
  • best strategies for building a highly effective, strengths-based team?
  • With your group, determine what "team" means to each of you.
  • Do they share a common goal? A common set of measures that determine success? Are collective achievements possible -- or is this really an assortment of individuals working independently with separate measurement and goals?
  • Even when individuals do much of the team's work independently, team members can still share in the responsibilities associated with building a great place to work. Think about using the Gallup Q12 items as a common focus for better partnership and teaming.
  • f the group is working with common measurements and a shared goal, however, investing some time and thought in strengths-based team building will pay off.
  • A shared goal must be shared in both vision and execution.
  • diversity or similarity of the descriptions. How are your viewpoints alike? In what ways do you see different aspects or issues in the challenge or opportunity?
  • You might start by listing the common functions you feel your team must allocate in order to operate smoothly.
  • Ask team members to consciously consider: "Who am I, and what do I contribute?"
  • t the ideal role is unique for each.
  • Once you've allocated functions, ask the person whose name is next to each individual function to "own" that aspect of the team's operation.
  • ber that consistency and practice are the keys.
  • Make this a regular part of your team's work -- to consider not only the issues, problems or challenges, but also the ways you work together in solving or achieving them.
  • Now that you have the functions or process, consider each person'
  • Ask each person to share two of his strengths, and identify two areas within the process that are a "best fit" for him
  • Matt LeClair on 09 May 12
     
    strengthfinder
Matt LeClair

InspireLearningForAll - 0 views

www.inspiringlearningforall.gov.uk/...policymaps.html

research methods guidelines resources best practices templates research survey Learning Organization learning style quiz learning presentation template presentation presentation template learning team build

shared by Matt LeClair on 02 Apr 13 - No Cached
  • Matt LeClair on 02 Apr 13
     
    " What makes a learning organisation (Word, 43kb) This document explores the characteristics of a learning organisation Find out what your learning style is (Word, 52kb) An activity you could do with your staff or users to discover their preferred learning styles Defining learning: outline for a training session (Word, 52kb) This training session is designed to be used with groups of up to 15 staff, working with a facilitator to help them explore the broad definition of learning adopted by Inspiring Learning. The session should run for up to 1.5 hours. Building a learning team (Word, 58kb) A document to support you to build a learning team. It identifies that a balance needs to be struck between achieving a task and providing opportunities to reflect on the process itself to promote individual and collective learning within your organisation."
Matt LeClair

5pm - Project management, task organizer, team collaboration and time tracking software - 0 views

www.5pmweb.com

references resources tools management collaboration web2.0 productivity projectmanagement technology mindmapping

shared by Matt LeClair on 18 Jul 12 - Cached
  • Matt LeClair on 18 Jul 12
     
    "5pm™ is an intuitive web based project management tool Looking for a better way to stay organized? 5pm can be your central location for project and task management, team collaboration, time tracking, reporting and more..." Can also connect SpiderScribe (Mindmapping online program) to incorporate visual mapping functionality
Matt LeClair

Brandon Hall - Technology Selection Methodology - 0 views

brandonhall.com/technology-methodology.php

best practices methods resources brandon hall technology selection methodology research organization consulting best practice resource

shared by Matt LeClair on 28 May 13 - No Cached
  • Matt LeClair on 28 May 13
     
    Choosing the right learning or talent management technology is a daunting task. A bad decision could cost an organization immeasurable time and dollars, not to mention the negative impact on talent development. Whether an organization is considering keeping its current learning or talent management technology, or exploring the replacement or supplement of its current technology, Brandon Hall Group's consulting team can provide expert analysis and recommendations. Our proven technology selection methodologies accelerate the time to decision by leveraging Brandon Hall Group's key practices and great research from over 25 industry sectors, covering small and large organizations, public, government, non-profit, and global.
Matt LeClair

Free Classroom Guides and Educational Downloads for 2012 | Edutopia - 0 views

www.edutopia.org/classroom-guides-downloads

resources gadgets technology web 2.0 classroom edutopia guides learning brain based social media education strategy

shared by Matt LeClair on 11 Sep 12 - No Cached
  • Matt LeClair on 11 Sep 12
     
    "A Parent's Guide to 21st-Century Learning Discover the tools and techniques today's teachers and classrooms are using to prepare students for tomorrow -- and how you can get involved. More Resources: How to Strengthen Parent Involvement and Communication A Teacher's Guide to Generation X Parents Facebook Group for Parents blue cover with students Six Tips for Brain-Based Learning By understanding how the brain works, educators are better equipped to help K-12 students with everything from focusing attention to increasing retention. More Resources: Neuro Myths: Separating Fact and Fiction in Brain-Based Learning Brain-Based Learning: Resource Roundup Big Thinker: Neurologist Judy Willis on the Science of Learning Yellow cover with students Ten Tips for Classroom Management Learn how to improve student engagement and build a positive climate for learning and discipline for grades K-12. More Resources: How to Develop Positive Classroom Management Classroom-Management Video Tips for Teachers Positive Discipline Strategies Yield Quick Results Purple cover with faces framed in circles Top Ten Tips for Teaching with New Media Whether you're new to teaching or a classroom veteran, this resource-packed collection of 10 new media tips provides fresh ideas and easy-to-use tools to engage your students and make learning more collaborative. (Updated: 6/14/11) More Resources: Twittering, Not Frittering: Professional Development in 140 Characters Google for Educators: The Best Features for Busy Teachers Social Media in Education: The Power of Facebook Blue 2010 cover with faces framed in circles Summer Rejuvenation Guide Whether it's reading a good book or starting a new hobby, this resource-packed guide highlights ten fun ways to spend your summer. (Updated: 5/24/11) More Resources: Teacher-Tested Travel Grants Creating a Summer Reading Network How to Create a Professional Learning Community Orange c
Matt LeClair

The Immunity to Change™ Personal Development Process | Developmental Observer - 0 views

developmentalobserver.blog.com/...itc-overview

immunity personal development developmental change process development theory constructive-development theory goals personal observer research motivation

shared by Matt LeClair on 28 Feb 12 - No Cached
  • Matt LeClair on 28 Feb 12
     
    Changing one's behavior is one thing; it's keeping it changed that's often the real challenge, particularly when it's something we "know" we have to do. Using principles of Constructive-Developmental Theory, Robert Kegan and Lisa Lahey developed a personal development process that allows individuals and teams to overcome their "immunities to change" and achieve the personal goals that are most important to them. The heart of this immunity to change™ process is constructing a four-column "change map" that not only outlines your personal development goal but also reveals the hidden commitments that have been getting in the way of you achieving your goal.
Matt LeClair

Maslows Hierarchy and Employee Engagement - 0 views

www.managementstudyguide.com/hy-and-employee-engagement.htm

tools references action research engagement employee hierarchy data research

shared by Matt LeClair on 22 Jun 12 - No Cached
  • How to tap the potential of employees who are not actively engaged or are disengaged? Yes, the management studies conducted over last few years have revealed that only 11 percent of the total employee strength is actively engagement and feels a strong commitment towards their work and workplace. The rest 89 percent of the employees are either not actively engaged or disengaged. This means that the organisations are able to tap the potential of only 11 percent employees. Encouraging the rest of the workforce is still a big challenge for them.
  • Biological and Physiological Needs: These are basic human needs including food, water and shelter. Organisations can buy them lunch, offer gift cards and give time off for necessary day-to-day tasks. It not only makes their life easier but also gives them a chance to retain with the organisation. Safety Needs: Safety needs include good shelter, protection, safety, security, law and order and stability. Once human beings have enough for food, water and shelter, they want to live a comfortable and safe life. Again the mantra of keeping them with the organisation is to pay. Pay for food and loan them an amount to build their own home or buy a vehicle. Organisations can also support their children education. Belonging Needs: It is a basic human need that they always want to be associated with something. They want to belong and to be belonged. The managers can establish friendly relationships with their subordinates so that they feel that they are an important asset of the organisation and they add value to it. Including them in decision making process or any other sensitive issue springing up within the workplace is a good idea. Also involve them in improvement teams where they really can contribute something substantial. Self Esteem: According to Maslow’s Hierarchy model, the fourth stage of one’s life is to attain a status in the society as well as in professional life. Besides this, a sense of achievement and recognition of their efforts play a vital role. Organisations which are successful in recognising the efforts of employees and reward them for their performance and contribution are able to retain their talent. Issuing newsletters recognising their contribution or giving a think you card or awarding them with a trophy can serve the purpose. Self Actualisation: It is the last stage in the Maslow’s Hierarchy model that is about growth and fulfilment in personal and professional life. By this time, individuals are well settled in life and are able to contribute through their work experiences. It is the time when organisations can make them feel empowered by giving them leadership authority, autonomy to take decisions and training opportunities. Employee engagement is a science as well as an art. It takes into account all tangible and intangible factors related to human life directly or indirectly.
  • Matt LeClair on 22 Jun 12
     
    How to tap the potential of employees who are not actively engaged or are disengaged? Yes, the management studies conducted over last few years have revealed that only 11 percent of the total employee strength is actively engagement and feels a strong commitment towards their work and workplace. The rest 89 percent of the employees are either not actively engaged or disengaged. This means that the organisations are able to tap the potential of only 11 percent employees. Encouraging the rest of the workforce is still a big challenge for them.
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