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Where Were You When?

Lois Hart HRD Press, Inc. PDF

Where Were You When?

Trainer’s Notes for Activity 35

Step-by-Step Procedure

Step 1: Introduce the activity by saying, “Tell me how your families record their history.” Write brief responses on the flipchart.

Here are some frequent responses that might come up:

We have a family Bible where we record births, confirmations, marriages, and deaths.

We have a whole chart that lists our family’s genealogy.

My mom saved all of my school papers and put them in a scrapbook.

I have recorded my grandfather’s impressions of growing up.

I don’t do anything, but I would like to some day.

“For those of you who do not record your history, these are very interesting ways to do it.”

“The early histories of some communities in the U.S., for example, were written by members of the prevailing religious group. People who were of another religion who played important roles in building the community were deliberately left out of some of these early histories. Some people (most notably women and minorities) are not fully recorded for history. Would our company history go toward making a difference there?”

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3 Turn Your Values into Value

Mark Albion Berrett-Koehler Publishers ePub

Everyone is always trying to find out, How can my business be different from someone else’s? How can my business be unusual? Well, don’t look too far, because the way that your business can be unusual is by having it reflect yourself. Everybody is different, and if your business actually reflects you as an individual, it’s going to be different. My business expresses who I am.


The first stage in the process of leading a best-in-class values-based small business is translating your values into a business proposition. In this chapter, we’ll review common myths and examples of how to capitalize on your values effectively.

Leadership starts with you—who you are, what you care about, and what you want to see happen. Business is about the creation of value. Your job is to orchestrate how that value is created. So how can you create market value if you do not know what your values are?

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Ram Nidumolu Berrett-Koehler Publishers ePub
Medium 9780749472139

Appendix 3: Meeting forms

Nick Udall Kogan Page ePub

Appendix 3

Meeting forms

Most organizations have one way of running meetings. They are usually held around a table, with a long agenda, and driven by PowerPoints. Most people have their PDAs or laptops out, only looking up when the topic is vaguely relevant to them. These meetings often run late, and are viewed by most as a poor use of time.

Meetings are central and essential to organizational life. The problem is that most organizations dont know how to hold great meetings and/or know there are alternative forms of meeting each designed to support a different organizational need.

nowhere has codified a number of meeting forms, eg operational, strategic, creative and leadership. Each uses information differently. Each has a different rhythm. Each requires a different type of preparation. And, each uses time and space differently.

By learning how to design and hold these different meeting forms organizations can significantly increase productivity, drive better decision making, accelerate innovation, develop more elegant strategies, and save massive amounts of time and energy.

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Chapter Five: Leading by Dissent

David A. Sousa Triple Nickel Press ePub

I not only use all the brains that I have, but all that I can borrow.


IN MARCH 2011, INTELLIGENCE EXPERTS TOLD PRESIDENT OBAMA THAT, after their extensive analysis of evidence collected over an eight-month period, chances were better than fifty-fifty that Osama bin Laden was living in a three-story compound in Abbottabad, Pakistan. The president’s dilemma: how to capture or kill bin Laden without alerting the occupants of the compound, without the loss of innocent life, and without infuriating the Pakistanis for invading their territory. No small order. Obama asked his advisers to present him with multiple possible courses of action for his consideration as soon as possible. If we are to believe the comments from “unidentified sources” close to the situation, every military and intelligence group wanted to be in on the action. Getting bin Laden had been an unsuccessful ten-year quest, and the military team that actually did the job would be national champions and international heroes.

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