Maintain the Presentation Tips

  1. Ask questions every  5-10 minutes!
    1. Call on one person by name.
    2. Don’t ask the group in general
    3. When you start with one person for a question, stay with that person.  Give them feedback. 
    4. If the person you are questioning can’t answer, have them ask a classmate, not you. Make it a game!
    5. Be clear when you want everyone to follow along or participate in answering questions.

 

  1. It is easy to confuse learners with “nice to know versus need to know”.
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    TTT Session with Leading Bankers on PRISM Philosophy
    1. There is a lot of information, but lecturing on every nice to know won’t help anyone remember it.   
    2. Participants have the capacity to store everything they experience (see, read or hear).  The real issue is whether they can access the information when they need it (recall).
    3. Stick to the key points.
  2. If “nice to know” comes up, or a topic not yet covered, add it to the flip chart. Cover it at the end, or when you are on that topic.
  3. Answer questions only on topics already covered or on key points.
  4. Translate what you are presenting to its value in a daily job. Be the learner and present “What do I have to know to get it done?” Provide context and realistic examples.
  5. Make sure the entire class is following along by walking around
    1. Slow down. Check that everyone is in the right place.
    2. If someone is not, have a teammate help them
    3. Be attentive to facial expressions. If you see looks of confusion: 
      1. Ask everyone to come up with a question to ask about the subject.
      2. Have someone else answer it. If no one knows, you answer.
      3. Have someone else do a teach-back. If they don’t think they can, have them ask a question.
      4. If you see inattentiveness and yawning:
  1. Have everyone stand up and stretch.
  2. Do one of the review activities
  3. Have participants write in a notebook. Say “Write this down” when you want them to remember a best practice.  Writing helps recall.

Creating emotion helps memory. Use stories. Set up real simulations.

Repetition is the key to learning.  Let participant’s do the task many different ways

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Active vs Passive Questions by PRISM

For Goal Setting by http://prismphilosophy.com/about/ we need to use active or passive question. Active questions are the possibility of choices to passive questions.

winners-within.pngThere is a huge difference between “Do you have clear goals?” and “Did you do your best to set clear goals for yourself?”

If you will observe and read carefully above statement, the former is trying to determine the employee’s state of mind; the latter challenges the employee to describe or defend a course of action. I, #AnubhaMauryaWalia challenge myself every day by answering 32 questions that represent behavior that I know is important, but that is easy for me to neglect given the pressures of daily life. It has helped me alter my behavior for the better in such a dramatic way that I now teach all of my clients /participants/ traines/ professional  and students this method of self-reflection for positive behavioral change. My six active questions are:

  • Did I do my best to increase my happiness?
  • Did I do my best to find meaning?
  • Did I do my best to be engaged?
  • Did I do my best to build positive relationships?
  • Did I do my best to set clear goals?
  • Did I do my best to make progress toward goal achievement?

Happy Reading and Trust me ” SET GOALS and “https://prismphilosophy.wordpress.com/2018/04/01/dreams-goals/

You can reach out to me at anubha@prismphilosophy.com or connect with me at https://www.linkedin.com/in/anubha-maurya-walia-12850018/

I have HERO in me – I am SHEROES

I have HE in ME —I am SHE
I have MALE in ME— I am FEMALE

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Sheroes Community meet – 26th Nov 2016. Speaker : Anubha Maurya Walia, founder director of Prism (www.prism-global.org)

I have HERO in ME—I am SHEROES

We wonderful females are working and contributing our life to our family, and often pursuing more than one task including long-term career or abandoning our passion. World needs to learn from us how are we managing  all….. During my session with Team Sheroes,  they are not only sharing but empower’s female fraternity and help them by giving direction to manage oneself & to achieve ongoing success and happiness in the life of female i.e:

*Taking charge of one’s own personal development.

*Looking for opportunities to make a contribution.

*Being engaged in the work and the workplace, and

*Making all of us introspect by their goals-THINK BEYOND PINK.

0-16My Inputs based on philosophy I created PRISM (Prepare, Respect, Implement, Share, Maintain) the keys to any kind of self-management are:

*Prepare yourself by Knowing what one’s own strengths are and capitalizing on them.

*Respect by Understanding which personal learning and work styles work best.

*Implement your prep work and execution is key to success

*Share your a strong sense of personal values and matching those to the work situation.

*Maintain your style 🙂

What I observed during my interaction with team, People tend to be happiest and most fulfilled when they feel they are making a contribution  that aligns with their own values. Making the right contribution is based on assessing own needs; evaluating how one’s own strengths, preferred performance methods, and personal values can make a difference in the situation; and taking into consideration the desired results and that is SHEROES contribution. Great cheers to team SHEROES.

 

 

Prepare to Lead a Change

Enter the fundamental state of leadership by engaging in eight practices : reflective action, authentic engagement, appreciative inquiry, grounded vision, adaptive confidence, detached interdependence, responsible freedom, and tough love

Leadership development is a two-step process. First, people must change themselves by choosing to enter the fundamental state of leadership, and second, they help others change by helping them enter the fundamental state of leadership. People do not have to hold a position at the top of an organization to lead change. Likewise, not all people at the top of an organization are—ever—in a fundamental state of leadership. Many executives are called leaders because of the position they hold, which is not the same as leading. The concept of the fundamental state of leadership redefines what leadership means. Leadership is not synonymous with authority, and it is not a set of learnable skills. It is a state—a way of being. With this redefinition of leadership comes a corresponding redefinition of how leadership should be developed.

There is no way to teach leadership except by being what one wants to be in order to inspire others. In the fundamental state of leadership, people become natural “attractors.” With those they attract, they develop a social movement that subsequently develops into a critical mass of people who see things in a new way and who are willing to join together to produce innovative initiatives. This critical mass becomes a productive community that continuously strives to adapt to reality as it emerges, so that together they build a bridge as they walk on it.