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Gözde Berber

gberber@mct.com.tr

www.leadfitdevelopment.com

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Atlet Zihninde Yaşamak | Gözde Berber Özbalaban

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Gözde Berber Özbalaban’la Ilk Kitabı Olan Atlet Zihninde Yaşamak Ile Ilgili Sohbet Ediyoruz

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YouTube-Lead Fit / Varoluşun tüm boyutlarında farkındalık, denge, esneklik

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YouTube-Lead Fit / Varoluşun tüm boyutlarında farkındalık, denge, esneklik

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liderlik "kişisel gelişim" gelişim "organizasyonel gelişim" fit "atlet zihninde yaşamak" "lead fit" leadfit "gözde berber özbalaban"

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Dünyanın deniz seviyesi üzerindeki en yüksek dağı olan Everest'e çıkan ilk Türk dağcı Nasuh Mahruki, bir konuşmasında şunu söyler. "Everest'e çıkmak sadece fiziksel bir eylem değil, duygusal ve zihinsel seçimler silsilesi, insanın kendi potansiyeline dair bir arayıştır."Şimdi efsanevi performansları kısa bir süre için bir yana bırakıp, günlük yaşamlarımızı, sıradan görünümlü hayatlarımızı düşünelim.

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Listen to Atlet Zihninde Yaşamak on Spotify. *Farkındalık *Denge *Esneklik *Çeviklik Son dönemlerde ne çok konuştuk bu kavramları.. Şimdi gerçek hikayeler ve metaforlarla, bu başlıklara yeniden ve farklı pencerelerden bakmaya davetlisiniz. Atlet zihni nedir? Yeni bir yayın dizisiyle neyi hedefliyoruz? Kimlerle, neler konuşacağız? Atlet Zihniyle Yaşamaya Hoş geldiniz!

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Bilsen İyi Olur

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Listen to BilSen iyi olur on Spotify. Bireylerin ve organizasyonların gelişimini tutkuyla dert edinenleri, BilSen iyi olur"da buluşturmayı hedefliyoruz. Kulaklarınıza ve dikkatinize talibiz. 🙋🏼‍♀️ Ece Ağabeyoğlu & Gözde Berber Özbalaban #Leadership #development #management #organizationaldevelopment #learningsolutions #Self

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Atlet Zihninde Yaşamak: Fit Liderlik - Varoluşun 4 Boyutunda Esneklik, Denge ve Doyum - E-Kitap - Gözde Berber - ISBN 9786257615310 - Storytel

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Teknolojiyi kullanma biçimimiz bize artık faydadan çok zarar verirken, hayat sürekli bir “koşma” hali ile akıp giderken, zorlayıcı haberler,

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Blog Yazıları

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Lead Fit Blog- Yeni Nesil Öğrenme ve Gelişim Çözümleri

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MCT TALKS | Gözde Berber Özbalaban- Lead Fit- Fit Liderlik - Davranış Değişimine Bakış

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Lead Fit - Gözde Berber Özbalaban & Ümit Akçakaya

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"Otantik olmak"- Kendin olma deneyiminin büyüsü, kendine sadakat- 5 kritik pratik

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"Otantik olmak"- Kendin olma deneyiminin büyüsü, kendine sadakat- 5 kritik pratik

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"Otantik olmak"- Kendin olma deneyiminin büyüsü, kendine sadakat- 5 kritik pratik

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www.leadfitdevelopment.com Benim bu yaşamda en çekici bulduğum insanların ortak özelliği "otantik" olmaları. Özgünlükleri... Özgürlükleri... İçlerinde var olduğunu gördüğüm sesle mücadele etme biçimleri. Yaşam, hayat, toplum çekiştirirken, kendilerini oldukları haliyle, doğallıkla ve farkındalıkla içinde oldukları ana getirme biçimleri... O sevsin, bu beğensin, o alkışlasın diye değil, öyle hissettikleri ve düşündükleri için, o anda, öyle var olmaları.

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Cutting-edge science and captivating personal stories collide in this illuminating docuseries about the incredible workings of the human body. Watch trailers & learn more.

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Brené Brown: Brene Brown: Kırılganlığın gücü

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Brene Brown insandaki yakınlık duygusu üzerinde çalışıyor - empati, ait olma, sevme yeteneklerimiz. TEDxHouston'daki bu etkileyici, eğlenceli konuşmada, araştırmasından derin bir içgörüyü paylaşıyor, kendini tanımaya ve böylece insanlığı tanımaya onu iten kişisel arayışını. Paylaşmaya değer bir konuşma.

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YouTube-Lead Fit / Varoluşun tüm boyutlarında farkındalık, denge, esneklik

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YouTube-Lead Fit / Varoluşun tüm boyutlarında farkındalık, denge, esneklik

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liderlik "kişisel gelişim" gelişim "organizasyonel gelişim" fit "atlet zihninde yaşamak" "lead fit" leadfit "gözde berber özbalaban"

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Dünyanın deniz seviyesi üzerindeki en yüksek dağı olan Everest'e çıkan ilk Türk dağcı Nasuh Mahruki, bir konuşmasında şunu söyler. "Everest'e çıkmak sadece fiziksel bir eylem değil, duygusal ve zihinsel seçimler silsilesi, insanın kendi potansiyeline dair bir arayıştır."Şimdi efsanevi performansları kısa bir süre için bir yana bırakıp, günlük yaşamlarımızı, sıradan görünümlü hayatlarımızı düşünelim.

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İnsanın Fabrika Ayarları | Sinan CANAN | TEDxAnkara

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Duygusal Zeka Üzerine

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Hayatın Ritmi Eğitim - Koçluk - Danışmanlık

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Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question: “Why?” His examples include Apple, Martin Luther King Jr. and the Wright brothers…

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Brené Brown: Brene Brown: Kırılganlığın gücü

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Brene Brown insandaki yakınlık duygusu üzerinde çalışıyor - empati, ait olma, sevme yeteneklerimiz. TEDxHouston'daki bu etkileyici, eğlenceli konuşmada, araştırmasından derin bir içgörüyü paylaşıyor, kendini tanımaya ve böylece insanlığı tanımaya onu iten kişisel arayışını. Paylaşmaya değer bir konuşma.

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PSİKOLOJİK GÜVENLİK ÜZERİNE- AMY EDMONDSON

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PSİKOLOJİK GÜVENLİK ÜZERİNE- AMY EDMONDSON

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Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE

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Millennial Leadership: Stop Complaining, Start Coaching

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Millennial Leadership: Stop Complaining, Start Coaching | Danita Bye | TEDxBismarck Danita speaks about how millennials want a coach and a mentor rather than a boss. She asks the questions "What are the coaching and mentoring micro-moves that we can make that will have a major lifetime empire state building impact on our millenials?"

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Sürekli değişen bir çağda liderlik etmek için 5 yol

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Sürekli değişen bir çağda liderlik etmek için 5 yol

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Jim Hemerling: Sürekli değişen bir çağda liderlik etmek için 5 yol

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Değişikliğin zor olması gerektiğini kim söylüyor? Örgütsel değişim uzmanı Jim Hemerling, işinizi bugünün sürekli değişen dünyasına uyarlamanın, yorucudan ziyade canlandırıcı olabileceğini düşünüyor. Şirket yeniden örgütlenmeyi herkes için güçlendirici, enerji verici bir görev hâline getirmek için öncelikle insanları ilk sıraya koymaya odaklanan beş zorunluluk ortaya koyuyor.

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Dijital Topuklar 2019 - Şefkatli Liderlik

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Duygusal Zeka Üzerine

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Hayatın Ritmi Eğitim - Koçluk - Danışmanlık

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Kendin Olmanın Dayanılmaz Hafifliği, Dr. Ferhat Jak İçöz | Bir Dünya Okumak

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PSİKOLOJİK GÜVENLİK ÜZERİNE- AMY EDMONDSON

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PSİKOLOJİK GÜVENLİK ÜZERİNE- AMY EDMONDSON

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Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE

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Motivasyon 3.0 Dönemi Başlıyor - Capital

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Motivasyon 3.0 Dönemi Başlıyor isimli yazımızı buradan okuyabilirsiniz

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Defined: Taking actions to teach and guide another toward learning resources, in order to broaden his or her skill set and understanding as necessary for advancement to greater levels of proficiency and/or responsibility.
" If your actions inspire others to dream more, learn more, do more and become more, you are a leader. " - John Quincy Adams

An organization's stability requires a continuous series of top talents under development for positions along the management hierarchy and in other key productive roles. The less effective of leaders in organizations are typically less well-developed in their management philosophy and are less organized more generally, leaving them in a mode of operating that is focused on meeting immediate daily needs. Under such management, staff attrition, especially of talented employees, is predictably high. They do not embrace their opportunity to achieve more by helping others advance toward their personal goals and, by doing so, better serve the long-term growth and other interests of the business. The most effective leaders normally understand the need for ongoing employee development and prioritize it.

Leaders Skilled in Developing Others

Recognizes development of existing talent as an important priority

Promotes an aspirational culture of eagerness to develop and use increased skills

Provide clear feedback on progress

Provide guidance throughout employees' developmental processes

Employs a variety of activities and approaches to employee development

Encourage employees to take on more challenging assignments

Are always scouting for new developmental opportunities for team members

What Prevents the Ability to Develop Others

Lack of understanding of staff development as a critical management responsibility

Sense of being overwhelmed with immediate workloads

Lack of understanding of the importance of personal development

Lack of interest in team performance excellence, have a bureaucratic mentality

Unawareness of available development resources and opportunities

Narrow and excessive focus on developing only a very few employees

Over- or under-estimating individuals' raw developmental ability

Poor choices of development methods

Failure to recognize that workers want and need development opportunities

Fear of competition from talented employees

Poor skills in employee training and development

Ignorance of the value of developing others to one's own performance

Lack of courage to assert feedback on development progress

Insufficient patience with the development process

Self-Coaching Questions on Developing Others

How many employees have you actively helped develop for roles with increased responsibility? Which of your employees have strong management potential, but whom you have not yet begun to help to increase their skills and opportunities?

Who is currently working with you to help you further develop your own company and industry knowledge and leadership skills?

How much total time do you spend on general staff training and performance enhancement presentations, discussions, dissemination of informational and developmental materials daily, weekly, monthly, quarterly, yearly?

Tips for Developing Others

Do a bit of coaching daily, by helping employees figure out approaches to elusive solutions, save time, reduce wasted steps, learn more advanced techniques, manage time more efficiently.

Build employees' confidence by helping them increase the efficiency of their execution of tasks and communications skills, and assign new challenges that allow them to apply what they learn.

Provide employees with direction for acquiring necessary tools for their development in the needed areas. These may include books, academic papers, video training, training course access, sponsored workshops and seminars, cross-departmental exchange opportunities, internships, mentoring, software, temporary or permanent reassignment, and/or other developmental resources and opportunities.

Help employees set benchmarks and milestones and timeliness for gauging their development progress. Ensure that both you and the employee under development are staying on track to further the process at an acceptable rate.

Provide periodic reviews of development progress for the team. Report to them on the status of their progress toward group goals and what should be their next steps toward further group improvement.

Provide challenges that cause the employee under development to function beyond his or her comfort zone. Provide the necessary encouragement and support, and acknowledge progress.

Step back and let the employee exercise and experiment with their newly acquired or improved skills. Allow them the necessary latitude to learn safely from mistakes as well as from successes.

When employees express interest in management training, be honest about your impressions of their potential with the company, based on their measurable results in their current and former roles. Provide suggestions on goals based on your assessment of their most feasible future possibilities within the organization.

Help your team members increase their knowledge of their current roles, the company, and the industry, to position them as SMEs in their current roles.

Employ a variety of approaches to development, including off-site training courses, workshops, and seminars, internships, reading recommendations, mentorships, etc..

Assign developing managers projects and temporary roles that provide opportunities that serve to exercise and further develop their leadership skills.

Identify ways for employees to remain in and develop within their current roles, if they desire to do so. If a person wants to stay in their current role, help them make the most of their contribution and their employee experience in it.

Example Goal Statements for Developing Others:

I will increase my developing others competency by 20%, as measured by the next 360-survey.

I will use more questions than statements during "got a minute" meetings, as verified by my direct reports.

Within 12 weeks I will have held career path meetings with all of my direct reports.

Developmental Action Plan for Developing Others

1. LEARN: Read the article "Develops Others (Leadership Competency)", in the LEADx library.

2. LEARN: Complete "Lesson 3: Growth for Employee Engagement" in the "Employee Engagement" course in LEADx.

3. LEARN: Complete the "Coaching" course, in LEADx.

4. LEARN: Listen to the "Good Authority | Jonathan Raymond" podcast, in LEADx

5. REFLECT: How might your Big 5 personality impact your decision style? For example, people high in Openness tend to be natural learners themselves. People low in openness don't as readily value learning & development.

6. REFLECT: Think of the collective skills of your entire team. What might be some developmental areas to build upon? What skills will be needed in the years ahead?

7. PLAN: Schedule one-on-one "career path" meetings with each of your direct reports.

8. PLAN: Make a list of low or no-cost ways team members can learn. Consider lunch-and-learns, mentorships, job rotations, book clubs, and stretch assignments.

9. PRACTICE: Try the one-day of questions challenge. See if you can go an entire day and provide help and management to your team only by asking questions.

10. APPLY: Redouble your efforts to give constructive feedback. Remember the phrase, if you see something, say something.

11. APPLY: Hold career path meetings and take notes on what specific things each team member would like to learn about

12. MEASURE: Evaluate how others perceive your development in this area with a 360-survey, or simply by asking your manager and peers for direct feedback.

Additional Point for Thought

Personnel training and development is an essential skill for organizational management employees at every level. Management training requires a more expansive training skill set. C-suite and other upper management team members well-recognize the critical importance of continual development of personnel to the future of an enterprise. The best of department level managers and team supervisors are those who strategize to cultivate leaders from the top talent among their ranks. The ability to transform average performers into highly effective producers and adept decision-makers is the hallmark of insightful leaders who systematically act to support the company's vision. Managers who demonstrate this depth of understanding of the big picture of the company's goals prove they possess the personal development skills and company commitment that are requisite for further career growth.

Suggested Additional Resources

Goldsmith, M, Carter, L and The Best Practice Institute (2010) Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent, Pfeiffer, ISBN-13: 978-0470499610, ISBN-10: 9780470499610.

Noe, R (2018, September) Employee Training & Development (6th Edition), McGraw Hill, ISBN-13: 978-0078029219, ISBN-10: 007802921X.

Hosmer, D (2015, October) The Manager's Guide to Employee Development, AMACOM Books, Inc., ISBN-13: 978-1607283140, ISBN-10: 160728314X.

Lipman, V (2013, January 29) Why Employee Development Is Important, Neglected And Can Cost You Talent, Forbes, Retrieved from: https://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/#2296c4376f63.

Silberman, M and Biech, E (2015) Active Training: A Handbook of Techniques, Designs, Case Examples, and Tips (4th Edition), Wiley, ISBN-13: 978-1118972014, ISBN-10: 1118972015.

Harvard Business Review, Editor (2009) Developing Employees - Pocket Mentor, Harvard Business Press, ISBN: 9781422136591.

Suggested Internet Search Terms

developing employees, employee development, coaching and mentoring employees, professional development, performance development, growing employees

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Developing Others (Leadership Competency) - LEADx

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An organization's stability requires a continuous series of top talents under development for positions along the management hierarchy and in other key productive roles. The most effective leaders normally understand the need for ongoing employee development and prioritize it.

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Podcast · Eda Kurtuluş / Özge Orbay · Popüler psikoloji söylemlerinde itirazımız olan konuları masaya yatırıyoruz. Ele aldığımız her konuyu iyi ya da kötü olarak ayırmadan hayatımızdaki işlevini anlamamıza yardımcı olacak şekilde gündeme getiriyoruz. Dileriz dinlediğiniz her bölüm sizi kendinize yakınlaştırsın.

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MCT_Ekiplerin 5 Temel Aksaklığı Kitap Özeti

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Content to Help You Build a Successful Program. Leading Edge is your source of insight and inspiration for program building and development.

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MCT_Etkili İnsanların 7 Alışkanlığı Kitap Özeti