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Interview Presentation First 100 Days Template

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First 100 Days

Transcript: First 100 Days and Beyond at LBS Rupinder Suman Day 0 Before you start Understand your mission for the university (why are you being brought on?) Determine how you will align your mission with the goals of the university Fully understand your responsibilities so you are able to introduce yourself appropriately to your colleagues and they in return will know your responsibilities Determine what the current strengths and weaknesses of the department you will be entering are and be prepared to align action plans accordingly Get an idea of the student demographic and understand what their needs may be Before you start Days 1-40 Days 1 - 40 Listen, Understand and Communicate Fully understand your position in the department and begin to set goals with your manager Ask questions (you will be learning a lot in the first few weeks) Identify strengths and weaknesses of the university and department Understand what is expected of you (and what is not) by setting clear boundaries with your manager Listen and Understand Gain a strong understanding of the university's policies, procedures and regulations Study and understand important legislation in relation to your role (Equality Act, GDPR, DSA) Listen and Understand Introduce yourself to the team and start building relationships Get to know those you will be working closely with and gain information in regards to signposting Begin forming relationships with external stakeholders Communicate Days 41-100 Strategise, Innovate and Plan Begin to set goals within the team and in conjunction with your line manager Bring in new ideas and innovation Ensure the smooth delivery of the department Work with the team and assign tasks for future projects (action plan) Take your time and focus on the goals Don't take on too much, too soon Always look at the bigger picture Strategise, Innovate and Plan Days 100+ Execute and Review Execute goals that have been planned Review your 100 days with your line manager and measure performance Receive positive feedback Excellent, proficient and quality services provided to students Smooth coordination of the support services Creating a safe space for students Changing the conversation surrounding student well-being, especially in relation to mental health and disability Continued growth and the sustainability of resources Success Beyond Beyond Continue to improve, innovate and achieve success in the service delivery to students Research developments in student well-being in the HE sector and modify processes based on emerging trends Build new relationships with external stakeholders

first 100 days

Transcript: First Hundred Days Charles Coughlin: a Roman Catholic priest who attracted millions weekly to his radio show accused FDR of not doing enough to fight the depression. Senator Huey Long: called on Americans to "Share Our Wealth" to get out of the depression. When Americans went to the movies or listened to the radio they were trying to escape the Great Depression. Popular Movies from the Depression: Wizard of Oz Gone with the Wind The Radio also increased in popularity. Radios were available in about 90% of homes. The Lone Ranger War of the Worlds Federal Reserve Act (1913) established the Federal Reserve System whose role is to reduce swings in the economy. Entertainment During the Depression Fireside Chats About farmers and the Dust Bowl FDR Critics First Chat Gold was the standard form of exchange in the US during the 1800s. In 1933 FDR issued an Executive Order outlawing the ownership of gold (except for jewelry) Fiat money (paper money) became the new standard. FDR thought it would stimulate economic activity. Fiat money has no intrinsic value except when it is accepted as a medium of exchange. Stretch Eighth Chat Monetary Policy People now had access to the President. FDR received about 50,000 letters a week. From March 1933-June 1944 Roosevelt adressed the American people in about 30 speeches via the radio. FDR would explain his policies in simple terms. People found comfort and renewed confidence in these speeches. Delivered on March 12, 1933 An informal address about the banking crisis Bank Holiday: closing all the nations banks. Each bank could reopen only after a government inspection. How do presidents communicate with voters/people today? What do they communicate about? Why is it important that presidents communicate directly with voters? During an economic downturn the Federal Reserve increases the amount of money in circulation. Banks lend more, consumers borrow more, and the economy is stimulated. During economic prosperity prices rise and people make speculative investments. Rising prices is known as inflation. To reduce inflation the Federal Reserve decreases the amount of money in circulation. Banks lend less, consumers borrow less, and economic activity is slowed.

First 100 Days

Transcript: BUSINESS REVIEW First 100 days - Coco Di Mama Communication-Listening & Learning “IF YOUR ACTIONS INSPIRE OTHERS TO LEARN MORE, DREAM MORE, DO MORE AND BECOME MORE THEN YOU ARE A LEADER!” – JOHN QUINCY ADAMS" Observation & Listening Mental preparation of a new role means taking a step back and considering what skills are required for you to succeed. One of the biggest drawbacks is assuming that what has made you successful in the past will ensure success in the future. Experience is valuable but I'm clear on the need to focus on the specific, individual needs of the new role. Above all, when starting a new role, I always am myself and understand my leadership style and need to flex. Some of the below points demonstrate behaviors portrayed : • Demanding but realistic, accessible but not overly familiar. • Decisive, thoughtful, focused and flexible. • Active and energetic but not distracting or disruptive. • Willing to make tough decisions but focused on fairness and people. Observation & Listening .Communication is clear to sustain both the leader and the team during good times and bad. If people know where they are going, what their priorities are there is a clear vision. Developing a successful vision often means changing – or transforming – the team so that it can move in a determined way in the right direction. Vision and transformation are, therefore, closely interrelated. The characteristics of a successful vision include: • Realism – it must comprise feasible, attainable goals. • Powerful – this has two parts: it must be imaginable and paint a clear picture of what the future will look like; it must also excite and inspire as many people as possible. • Communicable – it must be possible for the vision to be communicated to anyone, quickly (within a few minutes) and easily (without burying people in pie charts, reports or projections). • Desirable – appealing to the long-­term interests of customers, employees and shareholders. • Focused – the vision needs to be specific and real- world enough to be used as a basis for action and decision making. • Adaptive – the vision needs to be general enough to allow individual initiative in how it is attained and flexible enough to allow for changing conditions. Check/reconfirm priorities with line manager and key stakeholders, and their expectations of you Meet direct report team, and get up to speed on their issues Finalise your First 100 days plan. Spend time with teams in store, meeting and speaking with people who make our business. Listen to our customers and challenges we can embrace Understand demographic of each location and surrounding area ie. Mon-Fri Start to understand systems used and processes which manage them. Build site understanding, people, kpi, operations, compliance, development. Listen & Learn Understand & Set Clear Direction/Expectations Understanding & Setting Clear Objectives Growth- According to the 2018 UKHospitality Christie & Co Benchmarking Report, controllable costs have risen to an average of 52.5% of turnover, the highest in the twelve-year history of the report. Master technical issues Be sensitive to political and cultural issues Manage expectations Maintain your equilibrium and set the right pace. Categorize formal information Focus on the information that you need to know. Use informal sources of information. Establish new working relationships and build trust Leadership- Bring people with you Do's Dont's VS. Grant as much freedom for other leaders to lead and manage as possible Show trust and support Support leaders and empower them to create change Consider how best to challenge and develop leaders Make changes, when stability and continuity are required. Fail to understand the business, to learn or to get oriented quickly Make promises that may be difficult to keep Think that you have (or should have) all the answers or try to do too many things at once Delivering Results Sales Audits P/L Development People & Performance PERIOD 2 Those who were seen dancing were thought to be insane by those who could not hear the music-Friedrich Nietzsche People Recruitment Retention Training Employee Valuation, Development, Progression Correct recruitment selection and support structure in place during probation, Line manager to conduct probation reviews, week 3,7,11. Pathways Implemented to give a better understanding of development and performance. Training structure to induct and support development of new employees and also promotions,cross training. Supporting achievements and celebrating success driven by management team. Initial PDR’s for all management completed by end of 40th day Supervisors and Key staff completed by end of 60th day,All staff reviews completed by end of 80th day (Supporting Management) Developing talent within our sites by various means, methodologies and performance management processes. Delivering secondments and Trials to build understanding and develop more secure relationships Every Quarter team meetings to

First 100 Days

Transcript: Drive, Bike, or Walk every street in Lehi Understand Divisions: Vision Goals Initiatives Structure Community Expectations Historical / Cultural Context Get to know Staff: Experience operations first-hand Work alongside Staff "Performance management is a hydra-headed monster that reemerges every few years despite a record of dismal failure" - The Dynamics of Performance Management When a resident thinks of volunteering, who do they generally think of? "What did we get for our money?" Understand Priorities of Mayor and City Administrator One-time Performance Measures Front-Line Staff? Residents who volunteer seemingly regardless of outreach efforts High internal motivation to a project or cause Number of clinic spay/neuter surgeries: 17,159 Types of Performance Measures Mayor and City Council? Volunteer Outreach Library Inputs Number of calls for service received Outputs Number of potholes filled Efficiency Percent of potholes filled within 48 hours Effectiveness Number of repaired potholes that required additional maintenance within 90 days "How much did we spend?" Parks Before Getting Started Who is your audience? Homeowners Associations Motivated neighbors Engage all Types of Volunteers City Administrator? Department Heads? Understand Assigned Operations What do you hope to accomplish? Who is your target audience? How will you know if you are successful? What level of resources can you commit to this effort? Expectations Working Preferences "What needs to be done?" Chem/Meds/Drugs expense line item was over budget $80,000 in the prior fiscal year Context Central Volunteer Coordination Neighborhoods Vet Tech staff turnover this year: 0 Stewardship Residents who become engaged in a single project or issue No committed intent to volunteer in the short-term Groups iVolunteer First 100 Days Get the 'Street View' Bryan Layton Lehi Residents? Applicant for Assistant City Administrator Chem/Meds/Drugs expense line item is over budget $5,000 Civic, Religious and Educational groups Large number of volunteers Typically limited recurrence Number of clinic spay/neuter surgeries last fiscal year: 8,567 Leverage marketing / outreach Capture volunteers with more than one interest Standardize processes Process to hand-off excess volunteers Coordinate efforts to focus on specific neighborhoods Recurring

First 100 Days

Transcript: ...and what has happened? Director of Student Activities Defining my role Leadership Style Communication Authentic Self “you have to build this relationship within the first six months…to operate correctly” ~Dr. Curtis Ivery The Mission: Schoolcraft is a comprehensive, open-door, community-based college. The mission of the College is to provide a transformational learning experience designed to increase the capacity of individuals and groups to achieve intellectual, social, and economic goals. "Leadership is more than management. Leadership is people more than projects, movement more than maintenance, art more than science, intuition more than formula, vision more than procedure, risk more than caution, action more than reaction, relationships more than rules, who you are more than what you do.” ~John C. Maxwell As the Director of Student Activities Who am I? Building a Community Demonstrating Respect Familiarizing with Traditions Moving forward together... What could be happening? Who are they? Expanding Ideas Collaboration Observe Listen Ask questions Defining the Truths Trust and Respect Student Activities Office Culture Celebration of students diverse and inclusion Student Autonomy First 100 Days Observe, observe, observe... Ask good questions Get to know everything Check-in Document Where am I? Schoolcraft Culture: Diverse student population Continuing Education Culinary Arts Program Schoolcraft College is a public institution located in Livonia, MI Livonia is a large suburb population was 96,942 (2010 census) What is happening? Closer examination of Culture Listen, Listen, Listen Inspiring Ask more questions Engage Politics Document

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