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Medium 9781626560475


Karen Hough Berrett-Koehler Publishers ePub

There’s just too much going on in presentations: information to remember, slides crammed with data, your pulse racing, and all those rotten rules to follow. Focus, people, focus! You need to peel away the excess stuff that gets in the way of efficient, authentic presenting.

Let’s put on our geek hats and consider why this matters. Neuroscience is uncovering more and more information about the importance of focus. David Rock and Jeffrey Schwartz have done insanely cool research into how our brains connect to our leadership abilities and to our everyday human behavior. As we dump behaviors that stand in our way (i.e., break old rules) and replace them with new ways to focus our thoughts and energy, we are actually rewiring our brains. Being ourselves becomes easier and easier if we focus on it.

Over time, paying enough attention to any specific brain connection keeps the relevant circuitry open and dynamically alive. These circuits can then eventually become not just chemical links but stable, physical changes in the brain’s structure… the brain changes as a function of where an individual puts his or her attention. The power is in the focus.1

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Medium 9781609949778

10 Social Impact Measurement Maturity

Marc J. Epstein Berrett-Koehler Publishers ePub

Ultimately, the goal of performance measurement is to increase your impact. The most effective way to do this is through careful measurement and management of your organization’s projects. If your social impact measurement system is mature, it can provide you with a better understanding of how you are investing your resources and the specific results they are producing. And it can provide the information you need for careful and dynamic management of activities that is responsive to outcomes, needs, and changes in the environment. In this chapter, we introduce a five-level model that you can use to describe and evaluate your current social impact measurement system and to generate ideas about how you could improve that system.

Our model, shown in Figure 23, uses a stepwise or maturity-stage format that highlights the characteristics of impact management systems. The model has five categories, which represent general profiles of organizational capability, though your organization may find it has characteristics of two or more levels. Organizations usually move through the levels as they become more experienced in evaluating impact and in using this information to make decisions. Each level encompasses the capabilities of all the categories below that level.

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Medium 9781576755778

Chapter 11: What’s Next? Moving Toward Success

Jennifer B. Kahnweiler Berrett-Koehler Publishers ePub

The scene was the CIO retirement party. A simple wine and cheese reception, including a few tributes and a gift presentation, was planned to honor a well-liked man who had given more than 20 years of service. Zach, a junior network administrator, entered the party smiling. He was pleased to have a chance to pay homage to the man who mentored him. Calling people by name, he found his way over to the CIO, met his family, and congratulated him. Zach then moved through the buffet line and around the room, introducing people to each other. He told an amusing anecdote to the group. After an hour at the party, he felt satisfied because he had honored this man he respected, had reconnected with people, and had met some new ones. As he walked out of the party, the division vice president pulled Zach aside. The VP encouraged him to apply for a new position several levels above his current one.

In observing these events, few people would guess that Zach was actually very introverted. Indeed, there was a time not too long before that party that Zach hyperventilated at the thought of attending a business reception. Fortunately, he had applied the 4 P’s Process to this situation and came out a winner. What did he do?

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Medium 9781605097275

Chapter 5 Craft Personal “I Wants”

Laura Goodrich Berrett-Koehler Publishers ePub

In this chapter, you will start building your own plan. The sooner you identify your “I want” statements and write them down, the faster you will chart a meaningful course toward your desires. In a rapidly changing world, it’s easy to lose sight of the big picture, which is why I am such a stickler for clearly defining what you want in all aspects of your life.

We are all at our best when we are striving for something. Clearly defining what you want, both personally and professionally, provides a guidepost as well as a target to keep you intentionally in the driver’s seat and charting your own course. Problems can arise when we are on cruise control. People ask me how to create a change-adaptive culture, and I always say it’s not so much about being change-adaptive as it is about people and teams being engaged, awake, and striving for personal and professional improvement. Resistance will always be present in the workplace, but it is much less evident in an engaged culture.

The discussion in this chapter is broadened to focusing on what you want in a more well-rounded way, because if one area of your life is out of whack, it’s likely that others are feeling the pinch as well. The goal is to constantly strive for balance. I’ve seen a good number of folks who are really making strides toward what they want professionally and somehow lose sight of the big picture and what they want in the other areas of their lives. I believe this is especially true during times of dynamic change, when there is a good bit of uncertainty. Welcome to our world. In this chapter, you will begin the process of forming coherent “I want” statements that will lead to a more well-rounded you.

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Medium 9781780646978

3: Destination Evaluation through the Prioritization of Competitiveness Pillars: The Case of Brazil

Artal-Tur, A. CABI PDF


Destination Evaluation through the Prioritization of Competitiveness Pillars:

The Case of Brazil

Jose Manoel Gândara1* and Adriana Fumi Chim-Miki2

Federal University of Paraná, Curitiba, Brazil; 2CAPES Foundation, Brasilia-DF,

Brazil, and University of Las Palmas de Gran Canaria, Spain


3.1  Introduction

The competitiveness of tourism destinations has been analysed according to different measurement models in recent decades (Crouch and Ritchie, 1999; Dwyer and Kim,

2003; Heath, 2003; Enright and Newton, 2004; Gooroochurn and Sugiyarto, 2005;

Mazanec et al., 2007; Barbosa, 2008; Gomezelj and Mihalic, 2008; Hong, 2009;

Gandara et al., 2013). In general, the models’ determinants cover the main attributes to success in the tourism industry. The differences between them are the indicators used to compose the aggregate index that determines the degree of competitive against other competitors.

Noteworthy is the growing interest of academics and global organizations in the topic of competitiveness, leading them to create competitiveness measurement methods. Some of these methods have been developed for very specific areas, countries or regions. Some countries in particular, through those managing the tourism industry, have created internal competitiveness indices.

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Medium 9781576757710

14 Principle 10 Becoming ResponseAble

Stewart Levine Berrett-Koehler Publishers ePub

Some people grow under responsibility, others merely swell.


For many of us, some of the operating principles, paradigms, and systems of our culture dilute one of the unique experiences of being human—the privilege of self-consciousness. We have sanitized, professionalized, and diluted some of the interactions that can provide greater self-awareness. Some of us have abdicated personal responsibility for our deepest individual concerns. We do this when we avoid conflict. We stay clear of direct contact with others by delegating to “professionals.” We often do this before looking within ourselves for the answers. This has a negative impact because the more we know about who we are the better we can resolve conflict and collaborate with others.

There is a very important distinction here. Going to someone for guidance and education is profound. Looking for help is resourceful. Dropping the situation in someone’s lap is not!

You may deal with the challenges of conflict by giving it to professionals. You have been taught to believe they know how to do it right! But doing that makes you a spectator in your own life, missing out on the discovery of your own internal and external resolutions, based on your personal standards. In resolving our own conflicts, we can find out who we are, our standards, our boundaries, and the values we are made of. You can remain the captain by becoming responseAble. By this I mean that you deal with internal and external conflict. You get the direct experience of interacting with other people, human to human, without professionals doing it for you. You get to look at your own conflicts and collaborations. You get to be responsible for the quality of your life experience, instead of having someone dictate that quality based on their standards. On the other side, you don’t get someone else to blame. That is little to give up for the gift you receive in return—the gift of yourself and the discovery of knowing more thoroughly what defines you.

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Medium 9781576751657

5 Evolution, Revolution, and Execution: Opportunities for Hands-On Training

Gary R. Sisson Berrett-Koehler Publishers ePub

It’s easy to pay lip service to a concept like Hands-On Training. After all, training has been going on since the dawn of humankind. In addition, HOT does not involve complicated theories—it’s not rocket science. If you’ve read this far you already know the concept. You can already “talk the talk.” In fact, it is entirely possible that you can talk about Hands-On Training like an expert. The question is, “How are you going to use it?”

Every HOT instructor must answer this question in his or her own way, but maybe a little nudge might help. Let us begin by thinking about the opportunities to use Hands-On Training. Actually, three very common situations may call for the application of HOT: evolution, revolution, and execution.58

If you think in terms of these three situations, you’ll see that the opportunities for using Hands-On Training are countless. They surround you every day. All you have to do is choose. Some of the opportunities are obvious and important while others are more subtle, but every application of Hands-On Training is a “reach out and touch someone” situation. Instructors who decide to apply the principles in this book quickly discover that Hands-On Training is more than just an effective method. It is also a process by which people’s lives can be changed for the better. What looks like a cold, step-by-step procedure in the book is warm and flexible human interaction in the world.

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Medium 9780795317217

Chapter 3. The Rule of Continual Change

Matthew Murdoch and Treion Muller FranklinCovey RosettaBooks, LLC ePub

Making the move online can be challenging. But with the right resources, tools, and rules, you will be the spark that ignites your virtual training. We have provided a few action plans from the book that will help you in the transition from live to virtual training.

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Medium 9781576755648

4 Pillar #2: Build Whole-Organization Responsibility for Training Impact

Tim Mooney Berrett-Koehler Publishers ePub

LYNN AND SAL ARE BOTH NEW FINANCIAL ADVISORS working in two different regional offices. They have almost identical backgrounds: college degrees in economics, above average IQ, similar internship history, similar social upbringing, and similar financial planning education. They are smart, eager, and qualified. They also have the same problem: they are both really struggling to get appointments with prospects for their company’s services. The way their business works, new advisors spend a lot of their time making cold calls to lists of qualified leads from their office’s marketing manager and trying to get these prospects to come in for a get-acquainted appointment, which in turn might lead to developing their prospect into a client.

Once they have an appointment, these two advisors are good at selling; they have a similarly strong record for converting sales appointments into clients, in the top 20% for all advisors with their tenure. But they are both in the bottom 20% for getting appointments in the first place. This poor record of making appointments, despite their higher-than-average selling skills, puts both of them in the bottom 30% for sales performance—a problem for them, their careers, and their office managers.

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Medium 9781599960661

5-Mission Engagement

Peter R. Garber HRD Press PDF

Part I–Understanding Employee Engagement


Mission Engagement

Activity Description

Time Guideline: 45 minutes


To explain and emphasize the importance of having a clear plan or mission when beginning a new initiative such as employee engagement in an organization


Participants are provided information on the importance of a mission statement and its use and application in a change or transition process in an organization. A sample employee engagement mission statement is provided.


Handout 5.1


Begin the activity by explaining that creating a mission is often the first positive step toward achieving desired organizational change. To achieve any change, you must first identify exactly what it is you hope to achieve. Without articulating your vision for what you want to have happen in the future, you won’t be able to establish the direction you need to reach your desired goals. Without a clearly defined mission, you will be like a traveler setting off on a journey without a map or even a destination.

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Medium 9781623491376

10. Public Policy Debates in the Recent Past

Porter, Charles R. Texas A&M University Press ePub


Difficult public policy issues relating to water have faced Texans for many generations. The challenging choices have not necessarily been between right and wrong; typically, the positions and arguments of all the parties involved in water disputes could be considered reasonable.


The resolutions to those disputes have most often involved questions about who owns the water, who can use the water, and who is liable when one party uses up the water available to another party. Some of the legislative decisions and court rulings in the past seem to make common sense and create good public policy, while other decisions and rulings seem to defy all logic.

Tale #1: The Case of the Biggest Pump

Who could have known that an obscure lawsuit over rights to underground water in a small town in north Texas at the start of the twentieth century would begin a cascade of events that is still unfolding today in the courts, in state government, and in people’s daily lives?1 The ultimate ruling in this lawsuit, a lawsuit that did not merit even a single word in the local newspaper,2 is infamously known as the “rule of capture,” or “he who has the biggest pump gets the most or all of the water.” The rule of capture is one of the most confusing, and for some the most reviled, concepts in Texas water law today.

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Medium 9781576751107

chapter 13 Faulty Vision

Harvey Robbins Berrett-Koehler Publishers ePub

Ive got good news and bad. The bad news is that were lost. The good news is that were making great time. The point of this old saw is that team talent, efficiency, intelligence, and clout are pretty useless unless the team has some clue where it is going and how it is to contribute to the organizations overall strategies for success.

Were talking about vision here, one of the most misunderstood and misapplied ideas making the rounds now. Vision is not a vision statement. It is not something created in hindsight, or with an eye toward external consumption. It is not something you pay consultants $450 an hour to create for you at a weekend retreat by a warm fireplace and cash bar. It is not printed in bronze ink on a report to shareholders or in a guarantee to customers. It is not really words at all. It is a burning thought, and it exists solely in the heads (and hearts) of the team.

The vision is the thing the team exists to do, defined in ambitious form. It is the thing that leadership makes happen. Without team vision, there is no point to a team.

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Medium 9781626561625

Deadly Temptation #4

Michael Edesess Berrett-Koehler Publishers ePub

Standard financial advice often includes a few misguided prescriptions that are intended to help control your investment risk. We’ll now explore some of these, and the reasons they’re misguided. We told you that if you hear that you must diversify among many mutual funds or ETFs and asset categories, you should tune it out. Now we will tell you why you should tune it out.

The advice to be diversified comes from Nobel laureate Harry Markowitz’s 1952 paper. Markowitz, as we learned in Deadly Temptation #3, showed that if you diversify by buying a lot of stocks instead of only a few, then some of the stocks’ price fluctuations tend to cancel out, and you’ll have a portfolio that fluctuates less without reducing its expected return. As we explained before, reducing your portfolio’s fluctuations has been interpreted by the modern portfolio theory (MPT) folks as meaning the same thing as reducing your risk. It’s not really the same, though; portfolio fluctuation risk is not the risk that matters—the real risk is running out of money when you need it.

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Medium 9781599960647

Activity 35 The White Rabbit and the Queen of Hearts

Elizabeth Sanson HRD Press, Inc. PDF

Activity 35

The White Rabbit and the Queen of Hearts


This activity comprises trainer input followed by a brainstorming session and analysis of different planning tools that can be used for time management when working alone or as part of a team. These are followed by a final discussion to determine what could work in practice.

Target Group

Support staff who have never had either secretarial training or time management training—especially those who find that they are always struggling to complete work on time


To enable participants to schedule their own work (while retaining a flexible approach) in order to meet deadlines

To provide participants with tips and tools that will help them keep track of work and meet deadlines

To enable individuals to avoid the stress so often associated with working under tight timelines

Number of Participants

4 to 20


90 minutes


Trainer’s Notes 35-1

Handouts 35-1 and 35-2

Worksheet 35-1

Flipchart and markers for each group

Pens and paper for each participant

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Medium 9781780643922

Appendix: Glossary of Foucauldian Terms Used in Chapter 4 and in the Companion Chapter 3

Reisinger, Y. CAB International PDF

Appendix Glossary of Foucauldian

Terms Used in Chapter 4 and in the

Companion Chapter 3

Keith Hollinshead, Milka Ivanova and Kellee Caton

Apparatus. In writing of and about sexuality,

Foucault makes much of the dispositif (apparatus) that regulates what we know and understand about the subject; the dispositif is that body of discourse(s), practices, propositions, laws, institutions and scientific statements about sexuality (1>1). It is the dispositif that constitutes a network which ties these understandings and actions together (1>2). Other writers have adapted Foucault’s views on the dispositif to the production of knowledge and practice of and about other subjects – in particular where these subjects are repressed (1>3), though Davidson suggests it is more consistent with Foucauldian thought to suggest that things are ‘normalized’ rather than ‘repressed’, per se, by such dispositifs of power (1>4). Thus, the dispositif within any field is that apparatus which is immanent to that field of understanding, and which tends to oversee and regulate things without itself routinely being ‘seen’ or perhaps ‘suspected’

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