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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facilitators and also attended by 1-2 people from the account team. o Business Chemistry Assessment – Please ask Bill to complete the business chemistry assessment via this link: Cassidy Business Chemistry o Org.
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
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evening. Email Draft from Jeffrey to Bill (CIO) to explain next steps: Dear Bill, Thank you in advance for participating in the CIO Transition Lab with us on Jun 29th in New York City. We are extremely excited and look forward to spending the day sharing our experiences and insights relating to CIO transitions with you. We have started our planning activities for the Lab and require your attention on a few key items. ACTION ITEMS: 1. Provide a list of 3-5 stakeholders you would like to be interviewed for the Lab and send introductory emails (see below for further details). Please complete this as soon as possible to allow sufficient time for scheduling. Please note that we will not proceed with scheduling these interviews unless we have obtained your consent. 2. Complete the Business Chemistry assessment -link: Cassidy Business Chemistry In preparation for the Lab, we would like you to identify your business personality using Deloitte’s Business Chemistry assessment. The assessment takes about 10 minutes. You will need your email address to login and will be prompted to create an account. Please let me know if you have any issues accessing the link. 3. Let me know if you would be available for a pre-lab dinner with the Deloitte team who will be facilitating the Lab on the evening of Jun 28th . DETAILS FOR ACTION ITEM #1 About Stakeholder Interviews In preparation for each CIO Transition Lab, our lab facilitation team looks to conduct interviews with the key stakeholders of the CIO.
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
teams. Below are sample questions that we will cover during stakeholder interviews: 1. Based upon your knowledge of the situation, why do you think Bill was chosen for the role and what kind of attributes does he bring to the table? 2. From your perspective, what is critical for Bill to address as priorities in the next hundred and eighty days to a year? 3. How would you suggest Bill allocate his time/energy? 4. What are your hopes and fears for Bill? 5. How well does Bill's communications and leadership style work for you to date? 6. What are the strengths and areas of potential improvement you may have seen in Bill? 7. If you look back a year from now, how would you define success for Bill? Sample email the participating CIO can send to the identified interview stakeholders: [Stakeholder Name], On June 29th, 2018, I will be participating in a CIO Transition Lab with Deloitte. The lab is a facilitated work session set in a structured and confidential environment. During the lab I will work with the Deloitte facilitation team to define priorities, assess relationships and develop a crisp, actionable plan for the next 180 days. As part of their preparatory efforts, the Deloitte team would like to conduct a brief interview with you to gain insights that will help enhance the lab experience and ultimately enable me to have a successful transition. If the interview is agreeable then I will have their team proceed with coordination.
There are many stakeholders in this case and each stakeholder could be affected in various situations.
The issues involved in Kevin’s case starts with his family values. Kevin seems to thrive on the attention he’s getting from his peers during school. The problem is its negative attention because it’s encouraging him to engage in negative behaviors during class. Kevin is narcissistic he feels as if he’s above the rules at school and in a way, he is because his parents have been preventing him from receiving consequences for his behaviors. Kevin’s parents are enabling these negative behaviors by defending him.
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.
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).
You may have always wondered if there was a correlation between social behaviour and biological functioning. At the back of my mind I am reminded of the almighty biblical “freewill” as a tool to readjust the resultant antisocial behaviour. With the human species it is difficult to assume 100% causal relationship hence it is safe to look at mediating factors that result in a person's antisocial behaviour. Barnes et al (2016) suggests that if one is to gain a greater understanding of Antisocial behaviours one must look at several domains and they include Evolutionary criminology, Biological criminology, Behaviour genetics, Molecular genetics and Neurocriminology. However, on the predictive side, increasingly, studies are examining whether the
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.
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
the scientific method. If they participate, they will be asked to answer six questions about
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.
...fer York Stock. Vol. 3: Primary Sources. Detroit: UXL, 2007. 191-200. Gale Virtual Reference Library. Web. 26 Mar. 2014.
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).
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
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.
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