【正文】 Decision making and creativity? Two basic rules Change inevitable Everybody resists change? Success es with the willingness to do what is necessary? Get rid of your excuses? Understand that people will want to shoot your idea down Meeting skill? We plan to talk in the future.Idea generation toolkit? Brainstorming No evaluation of ideas Encourage wild ideas Hitchhikebuild on ideas of others? Mind mapping? Brain writingBuild on the ideas on others? StoryboardingAnalysis toolkit? ForceField analysis? Structure tree? Fishbone? 5 why 5 times? Pert chartDecision making toolkit? Ranking techniques Green dot technique 75321 Ranking Small group Payoff Matrix? Weighted voting? Paired Comparisons? Who, What, WhenBSL(VIII)Performance and people development? We have talked on PDP and OPR session last yearThe levels of leadership? People follow because they have to? People follow because they want to? People follow because of what you have done for the anization? People follow because of what you have done for them? People follow because of who you are and what you represent演講完畢，謝謝觀看！。Is the ability of an individual influence a group or another individual toward the achievement of goals and resultsManagementIs about coping with daytoday operationsDefinition of LeadershipBuilding Successful Leaders I Proactive OrientationII Time ManagementIII Dealing with personal changeIV Leadership ModelsV Influence Skills—core leadershipVI Communication Resolve ConflictVII Successful FacilitatorVIII Performance People developmentBSL (I) Proactive orientation? When we’re proactive, we accept responsibility for who we are, what we have, and what we do.? We grow by being more consistently proactive over time. No quantum leap but a continuum of progression.? When we are proactive our language changes, notice how often we say “if only…”? If we think that the problem is “out there”, that very thought is itself the problem.? There are 2 tools available to us to help be more proactive.? TOOL 1: The Hill? TOOL 2: Force Field AnalysisBSL (I) Proactive orientationThe HillConcernControlInfluenceEconomyMy valuesMy attitudeMy performanceMy actionsTechnology changesResourceCompany’sdecisionsMymanagerPower of Vision GAINING CONTROLC. Your Environment Delegating Renegotiating System StaffingB. You Manager Saying NO Prioritizing 80/20 Assessing NeedsA. Yourself Values Energy White Space Gaining ControlA. Controlling Yourself? Finish what you start.? If you are overmitted and expect to be GREAT at everything, focus your energy on fewer areas and allow yourself to be average in less important matters.? SAY NO (PUSHBACK)? Develop your sense of humor. Learn NOT to take yourself too seriously.? DELEGATE? Broaden your family activities.? Pay attention to your spirituality and Personal Leadership Effectiveness.Gaining ControlB. GAINING CONTROL OF YOUR MANAGER RELATIONSHIP? Make Sure