Trainer and Visual Facilitator
The manager’s role and purpose has not kept pace with what is required. Managers must once again become genuinely human: to love learning and teaching, to liberate and innovate, to involve others in the process of imaginative thinking and to challenge everyone around them to create a better business and world.
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A great talk is generated by the quality of the idea, the narrative, and the passion of the speaker. If you have a compelling idea that’s really worth sharing, you can build a great talk. Giving a good talk is highly coachable.
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The central part of the manager’s job is people development. This includes people who want to become leaders like you one day. When you take on the mindset of a trainer instead of a manager delegating work,
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Companies invest considerable money and time in the development of talent, but without the up-to-date work to ensure that leaders build a learning culture. Frontline managers have the greatest and most immediate impact.
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Feedback is essential: it improves performance, develops talent, aligns expectations, solves problems. Your growth depends on your ability to take advantage of criticism despite your natural responses and on your willingness to seek even more advice and coaching from bosses, peers and subordinates.
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Ambitious professionals often spend a lot of time thinking about strategies to help them achieve even more success. Step back and reassess your career — starting with the recognition that managing it is your responsibility.
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One of the challenges every manager face it’s how to be a high-standards, results-driven leader while at the same time to build an engaged team with close, personal friendships.
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A huge amount of research confirms most healthy adults need between 7 to 9 hours of sleep per night in order to function at their best. Healthy sleep habits can make a big difference in your quality of life.
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So many of us respond to increasing demands in the workplace by working longer hours that inevitably burden us physically, mentally and emotionally, resulting in reduced commitment, higher distractions and high rates of employee turnover.
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Burnout has become “just part of the job” for many workers. This can trigger a downward spiral in individual and organizational performance. If you don’t address the causes of employee burnout in your organization, you won’t have a workplace environment that empowers employees to feel and perform their best.
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