Hi Jeffrey,
Thank you for joining the kick-off call for the New York Life Investment CIO Lab earlier today. As discussed, please find information about next steps below. I’ve also included the email draft you can leverage in your communication with Bill explaining what we need from him below.
Action Items for Jeffrey: o Identify stakeholders - Please work with Bill to identify 7-10 stakeholders who are critical to his success. We will evaluate his relationships with these stakeholders in the lab. Out of this list, please ask Bill to identify 3-5 stakeholders we can interview. Once I’ve received the stakeholder list, I’ll work with the stakeholders’ admins to schedule the interviews. The interviews will be conducted by one of the two lab
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Charts – Another key input we need for the lab is New York Life Investment IT org. chart. If available, it’d be great if we can get org. charts for the overall New York Life Investment and the enterprise IT org. chart as well (i.e. David Castellani’s org.). Will you / Lauren be able to send me the org. charts? o Pre-lab dinner - We usually organize a dinner for the account team, facilitators, and the participating CIO the evening before the lab. If the account team would like to do the pre-lab dinner, please confirm with Bill whether he’ll be available to join the dinner on Thu June 28th …show more content…
Stakeholders may be superiors, peers, key constituents / groups or direct reports. During the interviews, our team will pose open ended questions to the stakeholders around their hopes, fears and expectations for the transition. These valuable insights help our facilitators frame the lab session and maximize the value of the experience for the CIO. The interviews are brief, approximately 20-30 minutes. The interviews are attended by a select group of Deloitte partners from the account and lab facilitation
According to Gerard and Teurfs transformation methods, listening, having dialogue and community building can be used to transform the different cultures of a global organization, by developing newer, improved cultures. For the transformation to be successful the turnaround teams engaged in collaborative dialogue with participants to emerge the new culture and mutually agree to a newer direction for the company. The staff had to suspend their judgment of others from the past, and attach their thoughts, opinions to their new identity by actively being engaged in forms of comprehensive and therapeutic listening, living their new ethical direction that was set from the new CEO Ed Breen (Palmer, Dunford, & Akin, 2009).
Jayden, a two and a half year old boy loves story time, being social, and has mental and sensory functions typical for his age. However, Jayden was diagnosed with impairments in his neuromusculoskeletal and movement functions. This condition causes poor muscle control, which prevents Jayden from being mobile. As a result, Jayden sits in a baby stroller when out in the community. Adding to Jayden’s problems is dysarthria, which restricts him from producing clear speech, preventing him from communicating with peers and adults. The combination of Jayden’s neuromuscular skeletal impairments and dysarthria, restricts his engagement in self-care, communicating with classmates, directing his own play, creating interpersonal relationships, mobility
Within my organization there are many different stakeholders. It is crucial to first understand what a stakeholder means. A stakeholder is a person who has something to gain or lose through the outcome of planning process. Within healthcare there are three types of stakeholders, those who receive health care, those who give health care, and those who manage the financial aspects of health care. Health care organizations do not face just one or a few stakeholders they hold many. Healthcare executives must learn to manage a portfolio of stakeholder relationships.
The case study on Kevin Miller is very challenging. Kevin Miller is White 5th grade student, and his parent are very supportive. Kevin has a problem with attention span; consequently, he I has been identified as a candidate for Greentree Elementary School Gifted and Talented Program. I will attempt to describe the issues related to Kevin’s moral judgement and self-concept; furthermore, I will make recommendations on his part.
Turner, M.T.K. Dadds, C.M. and Sanders, R,M. (2000). 2nd ed. Facilitator’s manual for group triple P. Milton: Triple P International Pty.Ltd.
An official approach for managing change that starts with the leadership team and then engages key stakeholders and leaders should be developed near the beginning, and modified frequently as change moves through the organization. Since change is intrinsically unsettling for people at all levels, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must accept the new approach...
Identifying stakeholders and collaborators is the second step to the “Nine Step Stairway to Effective Evaluation”. Although all steps are essential, this is probably the most important because an extensive review of who is involved and who will be affected by the evaluation is identified (DiClemente et al., 2013). Once identified, it is critical to note that there may be needs or issues that may need to be addressed from all those involved so it would behoove one to be open to suggestions. Bottom line is to collaborate (DiClemente et al., 2013).
the scientific method. If they participate, they will be asked to answer six questions about
Under her guidance her team is confident they can find the problem with the new system, or if that is not possible, recommend alternatives that will be met with open ears to produce an equitable outcome. This leader’s willingness to pitch-in while giving individualized consideration to everyone should help the other division cooperate to the utmost so the project is successful (Northouse, p.190).
Ethically, I feel all the psychiatrist involved should have done a little more investigating into Phillip Jablonski background. Mr. Jablonski and Ms. Kimball informed Dr. Kopiloff that Jablonski served five years in prison for raping his wife and four days prior to attending the session he attempted to rape Kimball’s mother. I feel this information alone deserved a little more attention from Dr. Kopiloff because Jablonski is definitely displaying a pattern of his lack of respect for women and violating your personal space. Another issue which should have brought up red flags and gave Dr. Kopiloff cause for concern is the fact that the police described the same situation to Dr. Berman who failed to relay the message to Dr. Kopiloff. The level of urgency regarding the safety of others and their clients at this hospital does not seem to be high. Ethically, Dr. Berman and Dr. Kopiloff should have formally informed Kimball of their concerns regarding Jablonski’s recent, current, and vague and uncommunicative demeanor. Both doctors were formed not only by local police also the client himself of his violent tendencies and they still were reluctant to act, and only suggested Jablonski voluntarily hospitalized himself.
...fer York Stock. Vol. 3: Primary Sources. Detroit: UXL, 2007. 191-200. Gale Virtual Reference Library. Web. 26 Mar. 2014.
The Chief Operating Officer, as leader of the CFWT, should send an agenda for the first meeting to everyone. It would be good to meet with each one of them individually before the meeting, to find out if they want to change anything in the agenda or to voice any other concerns they have; this will ensure a sense of procedural justice (212). Justice is defined as the “perceived fairness” of a leader’s decisions and decision-making processes, and managing that perception of fairness is integral to trust in a leader (205). Without trust, task performance can be negatively affected. The leader should ask the team members’ opinion for meeting processes as a means of enforcing
data on excel. By doing the charts on excel I will be able to plot all
John Baker was a chief engineer of the Carribean Bauxite company of Barracanian, who was being promoted to Keso Mining Corporation near Wininipeg, a Canadian enterprise. His final tasks is the assessment interview with the successor, Matthew Rennals the able young Baracanian. Baker is an English expatriate, was 45 years old and had served for 23 years with continental Ore in East Asia several African countries, Europe and for the last 2 years, the west Indies. It was pointed out to Baker that not only was Rennalds one of the brightest Baracanian prospects on the staff as at London University he had taken first class honours in the BSC engineering degree but he was also the son of the minister of finance and economic planning ha aslso had no
Consulting interviews can be a difficult task; however, it is often one of the most important methods of data gathering. The best way to start the interview process is by the consultant and the CEO, or a department head, providing the interviewees with a statement that states the purpose of the engagement, the interview topics and its length, a request for cooperation and a promise of confidentiality. In the interview more comprehensive information is usually better gathered from statements rather than questions which can lead to narrow answers.