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Irene V.

Managing Remote Employees Training - 0 views

  • Managing remote employees can prove rewarding, liberating and fulfilling…or you can feel like an empty nest parent whose kids don’t stay in touch. Building teamwork, trust and trackability are three cornerstones of effective remote management of virtual employees. Learn how to build credibility and confidence with a virtual workforce. Micro-managing vs. micro-monitoring. Often, the difference between resentment and resilience occurs in the subtleties of remote employee management. If virtual employees feel “Big Brother” is watching, they will naturally tend to become defensive. On the other hand, if they feel supported and know they have a safety net, positive results are likely to follow. This class will help managers learn how to: Motivate remote employees Handle conflicts in virtual settings Communicate convincingly from afar Create a tightly-knit team that stays loose
  • Development of remote employees Training – methods for training remote employees, when to use each Skill vs. talent training On-going mentoring – development as a continuous process Reactionary vs. proactive Socratic coaching How to give good feedback Performance reviews and feedback – frequency, how to conduct and communicate, evaluating team Identifying skills vs talent performance Motivating remote employees Creating leaders and building ownership Empowering employees – enabling employees by giving them decision opportunities. Turning work into play Ways to reward a virtual team No vs. low vs. high cost options Public vs. private reward systems Disciplining remote employees Action plans Key items to include How to deliver How to monitor Handling conflicts between remote team members Hiring remote employees Ideal traits of the remote employee Using the remote employee skill assessment Implementing remote management skills Creating action plans, getting immediate results.
  • Managing Remote Employees Topics Covered Leading a remote team Setting the vision – how to communicate the team vision and keep employees focused on it in their work efforts. Creating expectations – how to clearly communicate and set performance and team expectations to ensure employees move toward common objectives correctly. Communicating WIIFMs – drive employees toward goals by communicating the benefits to them “what’s in it for me.” Communication Quantity and quality – increased communication needed with remote employees Communication vehicles – the different ways to communicate with a distributed workforce and when and how to use them Picking the appropriate option for different situations How and when to have team meetings Accessibility – establishing your credibility through commitments, guidance, and owning decisions Micro-Monitoring vs. Micro-Managing Creating and using tools to enable employees to manage themselves and track their own performance Increasing responsibility to decrease management time Setting goals – how to engage employees in their own development Managing to expectations Monitoring tools What can be monitored & how to monitor What can be managed & how to manage
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    indice de un entrenamiento
Irene V.

360 Team Assessment - Building Collaborative, High-Performing Teams - 0 views

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    survey 
Irene V.

Scientists prove telecommuting is awesome - Online Collaboration - 0 views

  • You’re a manager and you’re thinking of allowing your team to telecommute. The reasons sound sensible enough: Anecdotal evidence suggests remote work leads to happier more productive workers and less environmental impact.
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    You're a manager and you're thinking of allowing your team to telecommute. The reasons sound sensible enough: Anecdotal evidence suggests remote work leads to happier more productive workers and less environmental impact.
Irene V.

Why do some teams gel while others fail at collaboration? - Online Collaboration - 1 views

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    article
Irene V.

Grovo | Business - 0 views

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    for teams $
Irene V.

Marketing trends in 2012 | B&T - 0 views

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    Marketing trends in 2012 25 January, 2012 Madeleine Ross comments "Opportunities go begging in a market ripe for the brave," says Deloitte chief marketing officer David Redhill, and that's certainly the attitude of many marketers looking at the next 12 months. In this year's tough economic climate, with financial trouble plaguing most of Europe and the USA, Australian marketers will be cautious, but that doesn't mean they'll stop spending. Local consumers have grown accustomed to being circumspect and are now looking to do business with reliable institutions. According to Commonwealth Bank's chief marketing and online officer, Andy Lark: "if you're trusted and you've got a good brand, you're in a good position." Reports of flailing foreign economies won't wreak the same havoc they used to on the industry, with agencies and clients now looking towards the  potential downturn as an opportunity to cleverly and cost-effectively win over customers at their most vulnerable. "There is a lot of caution in the market and we are as circumspect as the next business," says Redhill. "But at the same time marketers who invest in brands in downtime are usually the winners because they will emerge stronger as competitors shrink their budgets and reel in their more expansive plans."  The Tontine Group's product development and marketing manager, Lucinda Kew, agrees: "It is actually the brands that invest through difficult times which end up getting the best results because… you're resonating with people and when they get through those difficult times, hopefully you're their brand of choice." More for the same The Commonwealth Bank, bedding manufacturer Tontine and financial advisory firm, Deloitte all plan to maintain their marketing spends this year. That's a relief for agencies, especially in the midst of rumours about a 'race to the bottom' where agencies are fighting for clients and remuneration offers are slumping. But that's not to say brands or agencies can r
Irene V.

Executive Coaching & Team Effectiveness Blog | Collaborative Coaching - 0 views

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    leer y asomarse a los resources 
Irene V.

Globalization / Blog / yaM - 0 views

  • With this globalization comes the challenge of  building high performance global teams that communicate and collaborate across borders. What does globalization bring? It brings mobility, flexibility and people's desire for more freedom. Even meetings are becoming global.
Irene V.

Switching off an "Always on" Culture | Leslie Perlow | Big Think - 0 views

  • manage across time zones.
  • external factors causes you to create a culture of responsiveness
  • everyone's on all the time
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  • expect it of each other.
  • client service
  • lack of predictability
  • goal i
  • one night a week.  For every individual, it’s a different night of the week.
  • delivering the same 24/7 coverage to the client
  • global initiative
  • they can intervene
  • we also looked at next week’s calendar and we said, "You know, Tom, you’re off on Thursday night, but we have a major deliverable on Friday now.  How are we going to work together as a team to make sure that that’s going to be okay?"
  • measurable impact on people’s experience about both work and work-life.
  •  They experienced work as much more fulfilling.
  •  They experienced their work lives as much more predictable.
  • more control
  • put in place a system where people team.
  • it didn’t just affect the individuals.  It also had a profound effect on the way they were working and taking initiative to do work differently, to prioritize, and it had measurable impact on retention and also the effectiveness and efficiency of the work process itself and ultimately on the work they were delivering to the client.
Irene V.

The Naive Optimist * How I manage 40 people remotely - 0 views

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    a must read
Irene V.

The Greatist Health and Fitness Manifesto | Greatist - 0 views

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    ejemplo de manifesto
Irene V.

Harvard Business Review:The Future of Work & Social Business Leadership Gamification | ... - 0 views

  • This progressive path of innovation in the Enterprise is leading us to the next level of deeper Engagement through Gamification to support real Social Business.
  • how games will transform work, from repetitive call-center jobs to high-level teams who must collaborate with members dispersed around the globe. The authors show why you must begin building a game strategy now
  • strategy that includes a focus on engagement in the process of accomplishing business objectives will help achieve higher levels of success
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  • exponential value
  • game theory
  • game mechanics
  • unlock deeper meaning
  • is easier though collaboration
  • will reduce risk and increase the return on investment
  • Game Elements can make Leadership easier today.
  • gamifying” their work environments in order to improve the quality of leadership — not in the future but right away
  • e benefits of network effects
  • beyond supporting internal collaboration, to include external partners and customers
Irene V.

Groupthink. Last week's top links, Issue 16 / Blog / yaM - 0 views

  • The Rise of the New Groupthink
  • now work in teams, in offices where there are no walls, for managers who prize collaboration
  • Groupthink has transformed our offices and our minds
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  • When Larry Page took over at Google, the first thing he did was to explain to all employees how to run effective meetings. Google's new online newsletter, Thisnk Quarterly, shared the basic elements of a successful meeting. These basic rules are well-known to all of us, however, are very often disregarded by managers. Patrick Leoncini, the author of the book "Death by Meeting", thinks that people "have failed as a culture because we've come to accept that meetings are just inherently bad". Leoncini suggests breaking meetings up in four formats.  Steve Roesler came up with 5 meetings traps and ways to fix them. Not everyone is able to run an effective meeting, however, everyone can learn how to do it by attending a workshop or a course. If you are a leader, your meeting professionalism is directly linked to your success in the company. A meeting is an expensive process and should only be used to get results.   Do you know how to beat the Meeting Monster? Lifehack does. If you spend too much time in meetings - follow these rules and get the Meeting Monster under control.
Irene V.

15+ Amazing Project Management and Collaboration Tools - 0 views

  • Pros and Cons of Project Collaboration Tools Online project management lets you collaborate with project resources, manage project users, analyze risks, assign tasks, coordinate schedules and make your project a success from anywhere in the world. These project management apps are here to save you time, but they can also be very time-consuming and not intuitive. If you have a team who works with you remotely, then this is the right choice. Project management process and its approach Projects were generally managed by creative architects and engineers themselves. Major process steps are initiation, planning or development, production or execution, monitoring and controlling . To handle these process number of approaches are there like: Traditional approach Critical chain project management Extreme project management Event chain methodology Prince2 (Structured approach) Process based management.
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    ??? interesantes comentarios... de hace 2 años y cacho... como ha cambiado! pero esas eran las necesidades y supongo que siguen siendo!
Irene V.

In networks, cooperation trumps collaboration. | Social Media Today - 0 views

  • In networks, cooperation trumps collaboration. Collaboration happens around some kind of plan or structure, while cooperation presumes the freedom of individuals to join and participate. Cooperation is a driver of creativity. Stephen Downes commented here on the differences:collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and mass.cooperation means ’sharing’. That’s why you see it in networks. In networks, the nature of the connection is important; it is not simply about quantity and mass …You and I are in a network – but we do not collaborate (we do not align ourselves to the same goal, subscribe to the same vision statement, etc), we *cooperate*We are only beginning to realize how we can use networks as our primary form of living and working
  • form in itself that can address issues that the three other forms could not.
  • network
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  • implementing social business (a network mode) within corporations (institutional + market modes). Real network models are new modes, not modifications of the old ones, and cooperation is how work gets done.
  • Wirearchy: a dynamic multi-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.Heterarchies are networks of elements in which each element shares the same “horizontal” position of power and authority, each playing a theoretically equal role [wikipedia].Chaordic refers to a system of governance that blends characteristics of chaos and order. The term was coined by Dee Hock the founder and former CEO of the VISA credit card association [wikipedia].
  • Combine the TIMN perspective with the Cynefin framework, and I created this table, looking at how work gets done:Shifting our emphasis from collaboration, which still is required to get some work done, to cooperation, in order to thrive in a networked enterprise, means reassessing some of our assumptions and work practices. For instance:The lessening importance of teamwork, versus exploring outside the organization may change our perceptions about being a “team player”.Detailed roles and job descriptions are inadequate for work at the edge.You cannot train people to be social.Collaboration is only part of working in networks. Cooperation is also necessary, but it’s much less controllable than our institutions, hierarchies and HR practices would like to admit.
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    Este articulo realmente me inspiro, de alguna manera me dio una clave para dar estructura a el caminito hacia el futuro del trabajo y la evolucion de los sistemas y modelos que estamos viviendo. es algo futurista, considerando que lo que hace la punta pasa tiempo hasta que se convierte en mainstream... pero nos habla de procesos y dinamicas y formas realmente diferentes, really open. y eso requiere de evolucion interna , de metas, de emociones, de coportamiento, y de ideas. Creo que ya hay generaciones haciendolo y listas, pero el mundo de las organizaciones y empresas aun esta liderado por gente del viejo mundo, de mi generacion inclusive. Es un reto usar la plasticidad del cerebro para trabajar de nuestro lado enfrente de ls esque mas y patrones aprendidos. De forma que creo que para seguir los pasos de ese caminito hace fata un entrenamiento personal mas alla que la asesoria de estructura. Primer paso: usar las herramientas. -En este punto estamos nosotros ofreciendo apoyo; como planteamos los siguientes pasos?- segundo paso: conocer lo posible tercer paso : trabajar las areas de reto para poder caminar en lo posible (normalmente de proceso personal primero) cuarto paso : entrar a la nueva estructura y navegar en ella, tomar las oportunidades, crearlas, vivirlo.
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