Organisation Skills Quotes

Success is not only dependent on understanding your own skill-set. It’s also important to recognize the talents of others and know how to profit from them.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery

Playing Cupid, I should have you know, isn’t just a matter of flying around Arcadia and feeling your tiny winkle throb when the lovers finally kiss. It’s to do with timetables and street maps, cinema times and menus, money and organisation. You have to be both jaunty cheerleader and lithe psychiatrist. You require the binary skill of being absent when present, and present when absent.

All groups and Organisation are unique

Keep in mind that the achievements of every successful person, product and organisation were once no more than aspirations. This is where you are right now.

But sometimes the “right” way of doing something creates barriers for certain executive functioning skills.

Roboute Guilliman was able to focus on dozens of things at once and give them attention in excess of what most mortal minds could achieve dealing with just one such subject. It was what made him such a good logistician, and while the Lion might not have a great many compliments ready for his brother, the Lord of Ultramar’s organisational skills could not be denied: many of the Ultramarines’ successes came down to simply never encountering a situation for which they were not prepared. Guilliman himself had only ever been an adequate combatant in person, however; at least so far as their brotherhood went. The Lion has sometimes wondered if that was because Roboute was never able to properly give his full attention to anything.

Another rather humble virtue which is not likely to be produced by a wholly free education is punctuality. Punctuality is a quality the need of which is bound up with social co-operation. It has nothing to do with the relation of the soul to God, or with mystic insight, or with any of the matters with which the more elevated and spiritual moralists are concerned. One would be surprised to find a saint getting drunk, but one would not be surprised to find him late for an engagement. And yet in the ordinary business of life punctuality is absolutely necessary. It would not do for the engine-driver or the postman to wait till the spirit moved him to drive his engine or collect the letters. All economic organisations of any complexity would become unworkable if those concerned were often late. But habits of punctuality are hardly likely to be learned in a free atmosphere. They cannot exist in a man who allows his moods to dominate him. For this reason they are perhaps incompatible with the highest forms of achievement. Newton, as we know, was so unpunctual at his meals that his dog ate them without Newton’s ever finding it out. The highest achievement in most directions demands capacity for absorption in a mood, but those whose work is less skilled, from royalty downward, do much harm if they are habitually unpunctual.

People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labour. This may reflect Homo sapiens’ position in the food chain. If all that counted were raw physical abilities, Sapiens would have found themselves on a middle rung of the ladder. But their mental and social skills placed them at the top. It is therefore only natural that the chain of power within the species will also be determined by mental and social abilities more than by brute force. It is therefore hard to believe that the most influential and most stable social hierarchy in history is founded on men’s ability physically to coerce women.

Human Resources management is a skill ingrained with an art to execute.

Working-class parents, who have less spare capacity, are more likely to demand that their kids simply obey them. In the short run this saves time; in the long run it prevents the kids from learning to organise their own lives or think for themselves. Poor parenting is thus a barrier to social mobility, and is becoming more so as the world grows more complex and the rewards for superior cognitive skills increase. Mr Putnam’s research team interviewed dozens of families to illustrate his thesis. Some of their stories are heart-rending. Stephanie, a mother whose husband left her, is asked if her own parents were warm. She is “astonished at our naïveté”. “No, we don’t do all that kissing and hugging,” she says. “You can’t be mushy in Detroit...You gotta be hard, really hard, because if you soft, people will bully you.” Just as her

One of the skills sought and expected by senior executives in our organisations is undoubtedly the strategic ability to think, plan and act.

This book is primarily about relationships between ultimate leaders and their many kinds of deputies. It is also about getting people into roles that are right for them, not squeezing them into roles they do not want and to which they are not best suited. We need a range of skills in leadership and we need people in the right leadership boxes at the right time, people happy to contribute to the work of the ultimate decision-taker and happy to collaborate with each other. The carnage that characterises some organisations can be caused by leadership’s failure to acknowledge what the roles really are and how they relate to each other.

As leaders, we have to discern issues facing your organisation. The easiest way to discern is by listening. Sometimes, leadership skills translate to listening skills.

In the face of impending MEGATRENDS,., Adaptagility is a critical leadership skill.

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

DevOps Evangelist An expert Consultant who can now evangelise a DevOps solution for an Enterprise. Typical tasks: Scaling DevOps capabilities across Enterprise Change Management Organisation Alignment This is a high-end Consulting role, with a heavy technology bend. At a DevOps Engineer level, it’s mostly about deep technical skills. As you evolve into a solution architect kind of role, along with the technical acumen, it’s also about leadership skills to build consensus/agreements and making a team work together.

Kibbo Kift, an organisation which taught young men outdoor survival skills with a neo-pagan twist.

Emotional resilience is a protective factor against the development of stress, anxiety and depression, while also contributing to reduced sickness days within employment due to employees being more adept in managing adversity. Resilient individuals have more effective coping strategies in dealing with life and challenging events such as a bereavement or loss of a relationship, job or role. Consequently, they are more likely to maintain performance during adversity. Emotional resilience contributes to healthy behaviours, higher qualifications and skills, better employment, better mental well being, and quicker recovery from illness, which can also provide organisations with a competitive edge.

Traditional training programmes can be a hit or a miss. A miss could arguably be attributed to their generic format of delivery or lack of consideration of the professional needs of an individual or an organisation. Line managers need to scrutinise business needs versus experience, knowledge or skill gaps to invest in relevant capacity enhancement for their human capital for concrete results. Many excellent professionals work outside their fields of study because of : - Learning on the job or through cross functional circuit stints - Mentorship from seasoned professionals - Relevant continuous professional development - Participating in simulated learning environment

Leading and managing are two different ways of organising people. The manager uses a formal, rational method, while the leader uses passion and stirs emotions. A leader is someone whom people naturally follow by choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given and not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people.

Spend some time making a list of all the things you do in your role. Work from your formal job description, but make sure to include all the things you actually do, as well, from training new recruits, to organising away days, to setting strategy. Then arrange this catalogue of activities into four groups: Things you are incompetent at doing: The realm of stress and futility, you really should not be doing it. Things you are competent at, but don’t enjoy: You meet minimum standard levels, but others do it better, and it bores you. Things you’re quite good at, but have no passion for: From experience you can do it standing on your head, but it doesn’t fire you up. Things you excel at, and love doing: Here you are ‘in the zone’. It is the realm of Unique Ability, passion and maximum effectiveness. If you think of these four categories as concentric rings, the first is cold and distant, the Outer Ring Of Rank Incompetence, a place to avoid at all costs. Next in is the Ring Of Dreary Competence; you do not want to linger here for long, either. Getting warmer and closer-in is the Ring Of Passionless Skill, where many of us spend more time than we’d like. And in the middle is the Bullseye of Mastery.

As leaders you can never tell people that they are empowered, all you can do is to create the environment and give people the skills and tools to enable them to grow. You feel valued for the part that you play and from that you breed loyalty. Loyalty not only to the team, the leadership, but to the organisation as a whole.

Information is the fundamental building block of everything you do. Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively.

In the past you may have been able to depend upon an organisation to plan and support your development, but in today’s fast-moving, ever-changing and far less secure world it would be irresponsible not to recognise that your development, career and life plans are your responsibility, and yours alone.

You know what does exist? Executive dysfunction, procrastination, feeling overwhelmed, perfectionism, trauma, amotivation, chronic pain, energy fatigue, depression, lack of skills, lack of support, and differing priorities.

HILL: Will you describe the major factors which entered into the modus operandi of Mr. Ford’s mind while he was perfecting the automobile? CARNEGIE: Yes, that will be very easy. And when I describe them, you will have a clear understanding of the working principles used by all successful men, as well as a clear picture of the Ford mind, viz.: (a) Mr. Ford was motivated by a definite purpose, which is the first step in all individual achievements. (b) He stimulated his purpose into an obsession by concentrating his thoughts upon it. (c) He converted his purpose into definite plans, through the principle of Organised Individual Endeavour, and put his plans into action with unabating persistence. (d) He made use of the Master Mind principle, first, by the harmonious aid of his wife, and second, by gaining counsel from others who had experimented with internal combustion engines and methods of power transmission. Still later, of course, when he began to produce automobiles for sale, he made a still more extensive use of the Master Mind principle by allying himself with the Dodge brothers and other mechanics and engineers skilled in the sort of mechanical problems he had to solve. (e) Back of all this effort was the power of Applied Faith, which he acquired as the result of his intense desire for achievement in connection with his Definite Major Purpose.

Notetaking is the easiest and simplest way of externalizing our thinking. It requires no special skill, is private by default, and can be performed anytime and anywhere. Once our thoughts are outside our head, we can examine them, play with them, and make them better. It’s like a shortcut to realizing the full potential of the thoughts flowing through our minds.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

The public debate, however, ignores this complexity for a more reassuring simplicity, encapsulated in Ken Robinson’s lament: ‘we keep trying to build a better steam engine’. Whenever education is discussed in the media, politicians and parents alike inevitably retreat into a ‘when I was at school’ certainty, based upon little more than a nostalgic belief that, if it worked for them, it should work for everyone. They are apparently oblivious to the challenge to formal education that the rise of the informal presents. Why, for example, should the end-users of formal education – students – be satisfied with attending a physical centre five days a week, using technology that, in many schools, is slower and more restrictive than the tablet or mobile phone that they carry with them (but are usually prevented from using) when in school? Why should we continue to group young people by the year they were born, to study subjects copied from 19th-century universities, when their passion outside school is to develop skills, learning alongside people of all ages, effectively organising their own ‘curriculum’?

Abolishing hierarchies thus means that people would not have set roles or tasks, but rather that these are in line with their skills and the necessary performance at a given time

As a minimum, the following areas should be considered: The stakeholders. The budget. The future direction and current culture of the organisation. The baseline Architecture Landscape. The current processes used for change and operation of IT. The skills and capabilities of the people within the enterprise.

ADHD treatment is a combination of pills and skills

Many leadership development strategies fall short because they confuse leader development with leadership development. An easy mistake to make in the short term, yet perniciously lethal in the long term. Leader development is about ensuring a pipeline of leaders with the right skills for the roles they perform. Leadership development on the other hand is about the evolution of an organization’s leadership culture. Investments in leader development result in a skill and knowledge-based culture, while a focus on leadership development results in a future-ready purpose-based culture.

There simply is no direct relation between physical strength and social power among humans. People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence.

Pulling out something surprising about the topic or disagreeing with conventional wisdom. E.g. Why improving your selling skills will lose you sales. Adding some form of quantification or ranking. E.g. The top 3 reasons you’re losing sales. In this case curiosity is aroused because subscribers want to find out what you think are the top 3 reasons and whether they agree with what they’d have picked. Harnessing an emotion. E.g. 7 ways big corporates try to stop you succeeding. In this case tapping in to potential anger and suspicion about large corporates. Linking the topic to something unexpected. E.g. What Jeremy Clarkson taught me about marketing. The curiosity is in wanting to know what a TV celebrity could know about a topic they’re not usually associated with. Hooking in to news and current affairs. E.g. How to achieve Olympic performance in your organisation. Health warning: these can often go stale fast, especially if lots of people make the same analogies. If you’re linking to the news, try to make it a less common story. Name drop a known expert in your field. E.g. David Ogilvy’s best performing adverts. People are curious to see behind the scenes of what a well-known industry expert thinks and does. Admit your mistakes. E.g. My WORST sales meeting ever. A mixture of wanting to know what to avoid themselves and a little schadenfreude at hearing what you did wrong means these emails often get a very high open rate.

In a 2009 paper, the Organisation for Economic Co-operation and Development (OECD) described skills and competencies that young people require in order to benefit from and contribute to a rapidly changing world. The OECD distinguishes these by defining skills as the ability to perform tasks and solve problems. Skills include critical thinking, responsibility, decision making, and flexibility. They define competencies as the ability to apply skills and knowledge in a specific context such as school or work. The OECD framework for 21st century skills and competencies has three dimensions: Figure 1.2 Center for Public Education Source: Jerald (2009). Used with permission. Information: This dimension includes accessing, selecting, evaluating, organizing, and using information in digital environments. Use of the information involves understanding the relationships between the elements and generation of new ideas. The competencies necessary to effectively use information include research and problem-solving skills. Communication: This dimension includes the ability to exchange, critique, and present information, and also the ability to use tools and technologies in a reflective and interactive way. The requisite skills are based on sharing and transmitting information to others. Ethics and Social Impact: This dimension involves a consideration of the social, economic, and cultural implications of technologies, and an awareness of the impact of one’s actions on others and the larger society. Skills and competencies required for this are global understanding and personal responsibility.

In England, to any one who looks forward, the rampant bribery of the old fishing-ports, or the traditional and respectable corruption of the cathedral cities, seem comparatively small and manageable evils. The more serious grounds for apprehension come from the newest inventions of wealth and enterprise, the up-to-date newspapers, the power and skill of the men who direct huge aggregations of industrial capital, the organised political passions of working men who have passed through the standards of the elementary schools, and who live in hundreds of square miles of new, healthy, indistinguishable suburban streets. Every few years some invention in political method is made, and if it succeeds both parties adopt it. In politics, as in football, the tactics which prevail are not those which the makers of the rules intended, but those by which the players find that they can win, and men feel vaguely that the expedients by which their party is most likely to win may turn out not to be those by which a State is best governed.

Once you learn to bite the bullet by taking tough decisions, you will surprisingly develop a liking for taking such decisions, which may appear quite unpleasant in the beginning but produce wonderful results for the organisation and develop your skills.

The IOSH Managing Safely course is a training programme designed for managers and supervisors in any sector and organisation. It aims to provide them with the knowledge and skills required to manage health and safety responsibilities in the workplace effectively. The course covers a range of topics, including hazard identification, risk assessment, accident investigation, and measuring performance. It is focused on practical actions and real-world guidance.

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ‘…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a better building for a better place. We are all in it together. You see...?

Excerpt: ‘Mars… you had an incredibly difficult task. You organised the whole show, with of course your colleagues. But you did your part. It was stressful at times, but you have helped us get to this point, with your contacts, skills, and knowledge… Take a minute and revel in that achievement. ’…and the best part is, I got to see you work your magic. You are indeed gifted on your own.’ Ridgely’s tone became that of a superior being, firm and direct, without ego, drawing Mars into his energetic words. Mars changes his focal point to the builder’s hut as Ridgely’s energy changed and Mars felt it. ‘You are humble, Mars. You are very much important. We all are. But you are in this group of people who want to contribute to making all this happen. We all want the same things here when you look at it for a moment. At everyone here!’ slowly circulating a flat hand in mid-air from Mars to the builder’s hut. 'You will truly see it, for what it is. Your part in a wonderful community of others who want to be here… with you, to make this a be