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Great Learning Great People Great Performance

Great Learning Great People Great Performance. Today’s Event. Coming Up – Collaboration Event. Looking Ahead. Many Thanks. The ChIP Connection. Help your San Diego chapter by using the our Code with any ATD National purchase: Renew your membership Buy something at the ATD Store

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Great Learning Great People Great Performance

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  1. Great Learning Great People Great Performance

  2. Today’s Event www.TDsandiego.org

  3. Coming Up – Collaboration Event www.TDsandiego.org

  4. Looking Ahead www.TDsandiego.org

  5. Many Thanks www.TDsandiego.org

  6. The ChIP Connection Help your San Diego chapter by using the our Code with any ATD National purchase: • Renew your membership • Buy something at the ATD Store • Register for an ATD National event Use our Chapter Incentive Program (ChIP)codeCH8024 Help bring additional revenue to our chapter www.TDsandiego.org

  7. Become a San Diego Chapter Member www.TDsandiego.org

  8. Become a National Member Your Benefits • Community of Practice Premium Content • Customizable library • TD at Work (formerly Infoline) - TD magazine and archives • Premium webcasts • Research reports (full) - State of the Industry report - Research whitepapers • Discounts on publications, conferences, education programs,and the CPLP credential • Member-only website content • ATD Links & The Buzz e-newsletters • ATD Online Library • Interactive member tools (job aids, checklists, calculators) www.TDsandiego.org

  9. Become a SD Board Member Your Benefits • Apply and enhance leadership skills • Opportunities to showcase your talents • Build a strong network of colleagues • Gain new skills • Build connections with other association members • Participate in building a strong association • Suggest and implement new ideas • Help direct the future of ATD www.TDsandiego.org

  10. Follow us www.TDsandiego.org

  11. Eric Kaufamnn • Leadership Training • Executive Coaching • Team Facilitation www.TDsandiego.org

  12. www.TDsandiego.org

  13. Walter R. Watts IIITraining & Development Manager Sycuan Casino and Resort

  14. Integrating EQ at Sycuan • Why implement EQ • How we do it • What is EQ • Is it working

  15. Putting EQ in Motion • Why: Team Member conflict rising • How: Classroom instruction • What : 4 Core EQ skills • Self Awareness • Self Management • Social Awareness • Relationship Management Is it working

  16. Expanding a Leadership Program Globally Mary Schwalen Sr. Manager, Learning & Development Schwalen.Mary@gene.com (760) 231-2495

  17. The Personal Excellence Program Whole Person Development Target Population Diverse leaders who with focused development could “up their game” • Pods of 8 – 10 members from North America, Europe and Singapore Structure • 10 monthly sessions • External coach/facilitator Focus • Develop a skill or quality that could move you forward • Something you could change that would enable you to shine! Attention How we direct our awareness Intention What we care about –our internal motivation Action What we do Graphics courtesy Appropriate Response, Inc.

  18. The Personal Excellence Program • Resulting in . . . • Global Mindset & Collaboration • Movement ↑ ↓ • Centered/Mindful • Sustaining their growth • Content • Sustainable Development Process • Inquiry • Enneagram • EQ Observe Practice Select • 4 full days face-to-face • 4 virtual half-days • 4 individual Coaching sessions • Monthly Learning Partner check-in’s Graduation Continued development Opening Mid-Year 1 day, F2F 1 day, F2F 1 day, F2F • Challenges in Expanding to Global Delivery • Initial perceived loss of warmth and camaraderie in virtual format • Initial resistance to accommodating other sites’ schedules • Changing IT platforms as part of buyout integration • Access to suitable meeting rooms in all locations at the desired time • Conducting Evaluation through decentralized global Learning Org.’s Graphics courtesy Appropriate Response, Inc.

  19. VOLATILITYUNCERTAINTYCOMPLEXITYAmbiguityLEADERSHIP IN THE MOMENT An ATD Professional Development Workshop Zachary Gabriel Green, Ph.D. Professor of Practice, Leadership Studies University of San Diego

  20. LEADERSHIP IN A VUCA WORLD Thinking first developed at the U.S. Army College in 1990’s as analysis of the world post-Cold War VUCA acronym came into use after the 9/11 attacks Concept extended to other contexts after the 2008 financial crisis

  21. V.U.C.A

  22. APPLYING THE LEARNING Using VUCA PRIME and VUCA CHANGE

  23. VUCA PRIME Kinsinger and Walch, 2012 A strategy to address the impact of the VUCA world VISION UNDERSTANIDING CLARITY AGILITY

  24. VUCA CHANGE A co-created model developed by an organization working with the poorest of the poor VALUES UNITY COMMITMENT ADAPTATION IMAGO Global Grassroots and SEWA (Self-Employed Women’s Association (SEWA , India)

  25. VUCA IN MY ORGANIZATION Think about YOUR OWN ORGANIZATION/PRACTICE Identify two or more VUCA challenges you currently face Describe the impact this situation is having on organizational/practice effectiveness

  26. Lee WillsSr. Manager Inclusion & DiversityQualcomm

  27. Qualcomm Inclusion & Diversity • We firmly believe that a diverse, inclusive workforce is a powerful contributor to achieving industry-leading levels of innovation and strong business performance. From our point of view, diversity drives creativity, which is vital to our success because it takes unique perspectives to take an idea, perfect it and turn it into world-changing technology. • Qualcomm is committed to providing an environment of inclusion and equality for all people. This includes women, multicultural, veterans, LGBT individuals, people with disabilities and people of all ages. This fundamental principle guides us in the way we conduct our business and interact with employees, partners and customers around the world.

  28. Global Inclusion & Diversity (GID) Framework & Key Initiatives Internal Culture Uphold a culture that actively engages employees and demonstrates respect for individuals perspectives and contributions. Key Initiative: Create awareness of and disrupt unconscious bias through training. External Outreach Lead with and be recognized as having a best practices-based inclusive culture and a commitment to the development of the STEM pipeline. Key Initiative: Build the STEM pipeline through QC-led programs and through partner programs. Talent Development Identify, cultivate, develop and retain internal talent to maximize diversity at all levels of the organization. Key Initiative: Identify & advocate for top diverse talent through sponsorship/development programs. Talent Acquisition Positively impact the demographic make-up of the organization through the recruitment of diverse talent. Key Initiative: Targeted cultivation of diverse candidates through university hiring and organizations for professional engineers

  29. Unconscious Bias • All people have biases • Biases do not mean individuals are bad or intentionally prejudiced against any group • Biases can be defeated • Video – Bike Thief https://www.youtube.com/watch?v=ge7i60GuNRg&list=PL3uz7NXrqCEtqXrWzOXXWU0T17RMgBzVu&index=2

  30. Actions to Address • Company wide training regarding unconscious bias and bias disrupters • Cultural Competency workshops • Experiences and Interactions

  31. FINAL STEPS • Table discussion (5 min) • Key ideas • Critical questions • Select top 2 questions • Q&A with panelists www.TDsandiego.org

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