Templates and worksheets

Templates and worksheetsTemplates and Worksheets

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Team Management (7)

DILO (Day In the Life Of) Template

Employee Satisfaction Survey Template

Team-Building Exercises Worksheet

Team-Building Exercises for Leadership Worksheet

Sample Interview Questions

Training Needs Assessment Worksheet

Delegation Worksheet

Strategy Tools (10)

Business Model Canvas Worksheet

SWOT Analysis Worksheet

TOWS Strategic Alternatives Worksheet

Porter's Five Forces Worksheet

PEST Analysis Worksheet

USP Analysis Worksheet

Porter's Diamond Worksheet

McKinsey 7S Worksheet

Boston Matrix Worksheet

Ansoff Matrix (Corporate) Worksheet

Problem Solving (2)

FMEA Matrix Template

Root Cause Analysis Worksheet

Decision Making (5)

Decision Matrix Analysis Worksheet

Paired Comparison Worksheet

Quantitative Strategic Planning Matrix Worksheet

Force Field Analysis Worksheet

Blindspot-Busting Worksheet

Project Management (7)

Logframe Example

Project Initiation Document Checklist

Risk Impact/Probability Chart Worksheet

Issue Management Template

Stakeholder Power/Interest Grid Template

Stakeholder Communications Worksheet

Time Management (7)

Activity Log Template

Prioritized To-Do List Template

Action Priority Matrix Worksheet

Effective Scheduling Worksheet

Energy Levels Log Template

Interruptors Log Worksheet

Stress Management (7)

Stress Diary Template

Rational, Positive Thinking Worksheet

Cognitive Restructuring Worksheet

ABC Diary Template

Wheel of Life Worksheet

Life Career Rainbow Worksheet

Hostility Log Worksheet

Communication Skills (6)

Communications Planning Template

Communication Strategy Framework Worksheet

Feedback Matrix Worksheet

Meeting Agenda Template

Presentation Structure Worksheet

Win-Win Negotiation Preparation Sheet

Learning Skills (3)

Journaling Aide-Memoire

Training Session Plan Template

Alphabet Technique Worksheet

Career Skills (3)

Personal Ansoff Matrix Worksheet

Stock options trade position comparison spreadsheet

Stock options trade position comparison spreadsheetStock Options Trade Position Comparison Spreadsheet

This worksheet has been added to our stock options trading spreadsheet. and will allow for the entry of two different positions and get a profit graph that will compare their risk reward.

The worksheet tab is called PosComp [Position Comparison], and although it has similarities to our other position spreadsheets, the ability to see the 2 different profit graphs is very beneficial:

The position spreadsheet is for tracking and adjusting your actual stock option positions

The option position spreadsheet is for tracking an options position and seeing how the theoretical value and profit will change

The stock option position worksheet is for comparing a stock option position to a stock only position

Whatif position modeling is an important part of trading and preparation for making trade adjustments, along with seeing the risk reward of an options position you may want to trade into.

When I did the short options entry timing video, the profit graph used was the position comparison worksheet being discussed in this video.

Let’s go into the trading spreadsheet and look at the inputs and how this worksheet is used.

Comparing 2 Stock Options Positions

You are looking at the profit graph comparing the 2 short positions that were traded into:

Blue graph = -1 50c 2.00 +1 45c 1.45

Yellow graph = +1 49p 1.65 -1 44p 1.45

Now, whatif you would like to combine these 2 option spreads and compare them to the same spreads entered at the same time, instead of using short options timing setups:

Blue graph = position math for the spread that was traded into – it could have been a whatif for a resistance reject entry that was completed at sup

Yellow graph = position math for entering both spreads at the same time

Interestingly, the 2 spreads at those strikes and prices could have been entered at a credit, even though they were long spreads.

But compared the profit math to the call and put timing spreads, and the huge difference in risk reward.

We’ll talk more about this in another video, but just to show another spread position comparison, we are going to compare the 2 long timing spreads to what the position would look like if we had planned to do 2 ratio short spreads:

Blue graph = 2 long debit spreads using the entry timing setups

Yellow graph = profit math for 2 short ratio spreads using the same strikes and entry setups as the debit spreads

Position Comparison Worksheet Inputs

You are looking at the trade input spreadsheet and what you are seeing is the position worksheet that has been split into 2 separate input areas – this is what allows us to overlay the 2 separate position graphs.

You are already familiar with how to do the inputs:

The top input area is for entering stock option position1 and the lower section is for entering position2

You can see how I separated these by the gray cell rows

Enter whether the trade is an options trade or underlying trade – by inputting an o for option and u for underlying

The enter the quantity, strike, type if it’s an options trade, and price

Then go to the inputs to the right of the chart

Leave 100 in the yellow mult cell, since we are trading equity options

Enter the amount you want for an incremental change to the graph

And enter the price you want the graph to start at

That’s the end of the stock options position comparison video. I think that you will find it very useful for comparing and modeling different trade positions at different prices, or the difference between 2 different position types.

Training matrix

Training matrixTraining Matrix

aka Cross Training Matrix, Skills Matrix, Training Plan template

Training Matrix Template

Sample Training Matrix Example

Ideas for how to use your Skills Matrix template

This versatile Matrix template is the Swiss Army knife of your Lean toolkit.

Training and Skills Matrix

It is most commonly used as a Training Skills Matrix —

to define and measure the skills training that your people have vs. the skills training they need.

Cross Training Matrix

Who needs what skills knowledge - and how are they coming with that?

To ensure that at least someone has at least the minimal skills training needed to allow each team member the opportunity to take a week off every now and again.

Team or Department Training Plan

Perhaps with a separate worksheet for each job or role.

Project Training Plan

Perhaps one worksheet for project team member training

and another for end user training.

Job Candidate Evaluation

It can also be used as a Hiring Skills Matrix to compare the strengths and weaknesses of job candidates.

Which job candidates have the most promising skills and aptitudes?

Responsibilities Matrix / Performance Evaluation

so that both the person being evaluated and their supervisor can see progress over time.

Perhaps ask the person to self-evaluate in addition to the evaluations of his or her mentor(s).

Then meet to discuss performance evaluation.

Performance Evaluation — Fairness

As a manager, has it ever happened during a performance review that an employee complains that you seem to be judging their job performance based on criteria that are different from what had been communicated earlier?

How could that complaint possibly arise if your are conducting your Performance Evaluation using the exact same form that was used to communicate job responsibilities in the first place?

One good use of your Training Matrix Template is to monitor how your people are coming with learning to use their Systems2win templates.

Mckinsey sseven degrees of freedom for growth

Mckinsey sseven degrees of freedom for growthMcKinsey's Seven Degrees of Freedom for Growth

Exploring New Opportunities for Success



How can you identify new opportunities to increase revenue?

Some organizations use mergers or acquisitions to grow, while others develop new products or expand into different markets. These are all useful; however, some leaders use the same approaches time and again.

If you tend to rely on the same avenues for growth, you're likely to miss out on others that might be more advantageous or less risky. In this article, we'll explore the Seven Degrees of Freedom for Growth a tool you can use to identify opportunities for expansion that you may otherwise overlook.

About the Tool

Mehrdad Baghai, Stephen Coley and David White, partners at McKinsey and Company, developed the Seven Degrees of Freedom for Growth model and published it in their 2000 book, "The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise ."

They created the model to address the constraints that many leaders subconsciously apply when they think about how to grow their businesses. Each "degree" helps you open your mind and break out of habitual thinking patterns.

The Seven Degrees of Freedom for Growth are:

Selling existing products to existing customers.

Acquiring new customers in existing markets.

Creating new products and services.

Developing new value-delivery approaches.

Moving into new geographies.

Creating a new industry structure.

Opening up new competitive arenas.

From: "The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise" by Mehrdad Baghai, Stephen Coley and David White. Published by Perseus Publishing, 2000.

How to Apply the Seven Degrees

Let's look at each degree in turn, and explore what you can do to make the most of new opportunities in each area. It's best to analyze the degrees sequentially, as they become more complex as you go down the list.

1. Selling Existing Products to Existing Customers

Your first step is to think about how you can sell more of your existing products to your current customers.

First, look at your marketing strategy . How can you encourage customers to increase the size or frequency of their purchases, or buy other products from your range?

Next, look at pricing. Have you priced your products or services competitively? How can you add extra value for your customers so that you can charge more for them? Or could you increase volume and maximize profit by dropping price?

Also, use tools such as the Brand Pyramid to develop customers' loyalty, so that they are more likely to buy from you again.

2. Acquiring New Customers in Existing Markets

The second degree of growth gets you to consider how you can attract new customers for your existing product range.

You'll probably have plenty of ideas on how you can do this. However, if you don't do it already, look at using market segmentation to divide your market into niche groups. Can you develop marketing approaches that particularly appeal to people in these segments or to new types of customer altogether?

You can also use the Product Diffusion Curve to target different customer types, based on the stage a product is at in its life cycle.

3. Creating New Products and Services

With this degree, you look into developing new products and services, and enhancing existing ones.

Review your current offering. How can you improve it to make it more appealing or more effective?

To generate new ideas for products, use a combination of rational, structured thinking and brainstorming . as well as creativity tools like the Simplex process and TRIZ . You can also use PEST Analysis to spot trends or changes in customer perceptions, both of which can be opportunities for growth; while tools like Kano Model Analysis and Doblin's 10 Types of Innovation can give useful insights that drive product and service development.

4. Developing New Value-Delivery Approaches

This degree relates to how you handle products and services before, and as, they reach your customers. How can you improve the way that you create, offer and deliver your products to increase growth?

First, look at your current business processes . Can you add value by exploring new approaches . improving quality . or working more efficiently . Use Value Chain Analysis and Porter's Value Chain to understand how you create value throughout your organization, so that you can look for areas where you can do things better.

Key partnerships and alliances can be invaluable here, especially if your organization struggles to meet demand on its own. Use the Outsourcing Decision Matrix to identify which tasks you can outsource and which you should keep in-house.

You could also explore entirely new sales channels. This can include bringing on board new distributors, or finding creative ways to get your products into your customers' hands.

5. Moving Into New Geographies

New markets can present exciting areas for growth. Before you start scanning the globe, however, look at the markets you already serve. Is there any way to deepen the distribution you have in these territories?

Then, look at your organization's reach on a national level. If you only serve a limited area, how can you expand into new markets at home? Where are your greatest opportunities?

Finding This Article Useful?

As you think about global markets, use the CAGE Distance Framework to analyze which ones will be the best fit for your organization and which you should avoid. If you do expand into a new market abroad, use the EPRG Model and Porter's Diamond so that your organization can adapt to the country's culture effectively.

6. Creating a New Industry Structure

This degree encourages you to see how you can use alliances and acquisitions to grow your business.

Are there any organizations, either in your industry or outside it, that you can partner with or even acquire to achieve shared objectives, or create greater economies of scale . Can you increase your bargaining power or have more influence on industry regulation with a strategic alliance or merger?

Bear in mind that this can be a risky area for growth, as it's difficult to predict how mergers and acquisitions will play out very many of them fail to achieve the value desired.

7. Opening up New Competitive Arenas

The last degree of growth involves searching out opportunities to diversify . so that you can expand into new markets and industries.

Look at your assets using approaches like VRIO Analysis and Core Competence Analysis . Can you use any of these to create an entirely new business? Consider your organization's skills and resources, including people, technology and knowledge.

Key Points

Mehrdad Baghai, Stephen Coley and David White, partners at McKinsey and Company, developed the Seven Degrees of Freedom for Growth model and published it in their 2000 book, "The Alchemy of Growth ."

The model provides a framework that you can use to explore ways to grow your business.

The Seven Degrees of Freedom for Growth are:

Selling existing products to existing customers.

Acquiring new customers in existing markets.

Creating new products and services.

Developing new value-delivery approaches.

Moving into new geographies.

Creating a new industry structure.

Opening up new competitive arenas.

The biggest benefit of the model is that it gives you a wide range of opportunities that you can explore.

This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools. Subscribe to our free newsletter. or join the Mind Tools Club and really supercharge your career!

The intraday pair trading strategy

The intraday pair trading strategyThe Intraday Pair Trading Strategy

In this example of Exxon (XOM) and Chevron (CVX), the two stocks move $25 from the high to low in 2008 - 2009. There were numerous 15% pullbacks and rallys where guessing market direction would have been very difficult. But the Spread Difference between them only moves $9, and continuously reverts back to its mean!!

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What is Intraday Pair Trading.

The ISB Indicator tell you exactly when the reversion to the mean is taking place

If the spread moves away from the historical correlation and never starts to revert to the mean, no trade is initiated. That’s the beauty of the ISB Indicator: it only gets you into a trade if the spread is too large, and starts to change direction


What is the Intraday Pair Trading Strategy (IPTS)?

The Intraday Pair Trading Strategy (IPTS) is a complete, easy to understand pair trading worksheet for Tradestation. It includes the ISB Indicator with Real Time trade alerts, the Spread Differential, the Spread Differential MACD (SD MACD) and the Spread Differential RSI (SD RSI) all in one worksheet! The SD MACD and SD RSI compliment and confirm the ISB Indicator, giving the trader a high probabilitly of a profitable trade.

In this recent example involving HD and LOW, a trade is initiated at $7.92 when the SD crosses back over LB1. SD MACD and SD RSI confirm. The spread reverts back to the mean 16 minutes later, for a quick profit of $.32. Later in the day, the same trade is done again!

Please visit:

22 Page Adobe Manual Includes:

* Section 1: Overview of Day Trading Pairs

* Section 2: The Theory Behind The ISB Indicator

* Section 3: Installing the IPTS into Tradestation

* Section 4: How to use the ISB Indicator

* Section 5: Free sources of correlations and volatilities on the web

* Section 6: Customizing the ISB Indicator

* Section 8: Enabling Alerts for the IBS Indicator

Also Included:

*The Default ISB Indicator, plus over 20 pair specific indicators ready to use

*Sample Tradestation Workspace ready to use

* Free, unlimited email support

* Free lifetime updates

* A list of 25 highly correlated pairs that are highly profitable!

Purchase and Contact Information:

Objectives of training strategy

Objectives of training strategyS. M.A. R.T. Objectives

The establishment of all objectives should be created using the S. M.A. R.T. philosophy. What do we mean by a S. M.A. R.T. objective? S. M.A. R.T. is an acronym that is used to guide the development of measurable goals. Each objective should be:

M easurable w/Measurement

Specific answers the questions what is to be done? how will you know it is done? and describes the results (end product) of the work to be done. The description is written in such a way that anyone reading the objective will most likely interpret it the same way. To ensure that an objective is specific is to make sure that the way it is described is observable. Observable means that somebody can see or hear (physically observe) someone doing something.

Measurable w/Measurement

Measurable w/Measurement answers the question how will you know it meets expectations? and defines the objective using assessable terms (quantity, quality, frequency, costs, deadlines, etc.). It refers to the extent to which something can be evaluated against some standard. An objective with a quantity measurements uses terms of amount, percentages, etc. A frequency measurement could be daily, weekly, 1 in 3. An objective with a quality measurement would describe a requirement in terms of accuracy, format, within university guidelines.


Achievable answers the questions can the person do it? Can the measurable objective be achieved by the person? Does he/she have the experience, knowledge or capability of fulfilling the expectation? It also answers the question Can it be done giving the time frame, opportunity and resources? These items should be included in the SMART objective if they will be a factor in the achievement.

Relevant answers the questions, should it be done?, why? and what will be the impact? Is the objective aligned with the S/C/Ds implementation plan and the universitys strategic plan?


Time-oriented answers the question, when will it be done? It refers to the fact that an objective has end points and check points built into it. Sometimes a task may only have an end point or due date. Sometimes that end point or due date is the actual end of the task, or sometimes the end point of one task is the start point of another. Sometimes a task has several milestones or check points to help you or others assess how well something is going before it is finished so that corrections or modifications can be made as needed to make sure the end result meets expectations. Other times, an employees style is such that the due dates or milestones are there to create a sense of urgency that helps them to get something finished.

As you start to write your objectives, completing the worksheet below will be beneficial in helping you build objectives that are S. M.A. R.T. Also listed below is a sample completed worksheet for your convenience.

Vxx trend following strategy backtesting template

Vxx trend following strategy backtesting templateVXX Trend Following Strategy Backtesting Template

The VXX Trend Following Strategy has been published by Connors Research as part of their trading strategy guide series.

The EdgeXcel™ template VXX Trend Following – Trade Simulation runs a backtest on all 24 individual variations of the strategy as follows:

Template Selection

The template can be found in the VXX Trend Following strategy category and is called Trade Simulation:

Click on the category first to show the list of templates in that category and then click on the Trade Simulation Template.

Symbol List Selection

Before running the template, make sure to select a symbol list that has only one symbol VXX. You can easily create a list to contain that symbol or just download the list from here and unzip it and place it into your EdgeRaterSymbol Lists folder.

Updating the Data

Make sure that the data has been updated to the latest End-Of-Day data. The default data provider is set to the free Yahoo! data provider (unless you have already changed it to something else). Press the EOD update button to make that happen. This update process should be very quick even when using the Yahoo! data provider because only one symbol is being fetched in the request for data.

The amount of historical data fetched can be set after pressing the Edit symbol list button.

This will bring up a dialog box which contains 3 tabs. The Data Update Options tab allows you to set the amount of historical data to fetch.

End-Of-Day data is all that is needed to run a trade simulation. You do not need to do an intraday update before running the backtest.

Running the Template

After selecting the template and symbol list and updating the data, press Run in the EdgeXcel™ template menu bar:

Viewing the Results

A summary of the results will be shown in the template area and also stored in an Excel™ spreadsheet on the file system in the following location: EdgeRaterReports so that you have a permanent record of the results.

In addition to the overall summary, a separate Excel™ document will be created for each strategy variation. These documents contain details of each simulation such as the list of trades, Daily equity chart, Statistical gain/loss chart and full variation trade summary. These documents can be viewed in any Excel™ spreadsheet viewer.

The Daily Equity Chart worksheet is driven by the Daily Equity Data worksheet.

By having these results in an Excel™ spreadsheet format, it allows you to run your own calculations on the data if you are so inclined. For instance you may want to see combinations of Long and Short variations.

Yearly schedule of events template

Yearly schedule of events templateYearly Schedule of Events Template

Schools, clubs, businesses, or other organizations that want to create and publish a yearly schedule of events can use this template to list dates and event descriptions with the dates highlighted on mini monthly calendars. The schedule can then be converted to a PDF to be shared with others.

Yearly Schedule of Events



Unlike many of my other yearly calendars that just display dates, this template lets you list short descriptions of events. This is a popular format for schools, clubs, and other organizations.

Event Types (optional) . In the XLSX version (for Excel 2007 or later) you can define up to 7 different types of events to highlight with different colors. In the XLS version (for Excel 2003), you can define up to 3.

Conditional Formatting . This template uses conditional formatting to highlight event dates in the mini calendars. You can still highlight cells by formatting the cells manually (such as graying out the weekends).

Using/Customizing the Schedule of Events Template

See the Help Worksheet . Some getting-started instructions and information about printing are included in the Help worksheet within the template.

Publishing Your Schedule of Events . Although Vertex42 does not permit publishing this spreadsheet on the web, you may create a PDF and publish the PDF if attribution is given.

Conditional Formatting . The dates in the mini calendars can be highlighted by choosing an event type in column L. This is done via Conditional Formatting (see the help in Excel on that topic). If you don't want the events in columns J-L to be highlighted, you can remove the conditional formatting conditions for those cells.

Adding More Events - In this template, it is very easy to add more events if you run out of rows for a particular month. Just select the row (the entire row) marked "Insert new rows above this one" and right-click on the row number and select Insert.

Events Spanning Multiple Days . If you have an event that lasts more than 1 day and want to highlight the entire span in the mini calendar, the template does not do that automatically. One option is to enter the start date for the event, and then specify the duration in the event description. You can still edit the background color of the cells manually if you want to, keeping in mind that the conditional formatting will trump (override) any manual formatting.

Example Uses for the Yearly Schedule of Events

School Calendars . This template is actually a modification of my school event calendar. In the Schedule of Events template above I've added the ability to specify an event type to highlight different types of events different colors.

Birthdays and Anniversaries . This template makes it easy to add birthdays and anniversaries that can automatically update each year. In the date column, you can enter the formula =DATE(B3,theMonth, theDay) . where B3 is a reference to the year. For example, if a birthday falls on the 27th of April, you would use the formula =DATE(B3,4,27)

Long call

Long callThe VIX Strategy Workshop is a collection of discussion pieces designed to assist individuals in learning how options work and in understanding VIX options strategies. These discussions and materials are for educational purposes only and are not intended to provide investment advice.

Investment decisions should not be made based upon worksheet outcomes.

Access to, or delivery of a copy of, the Options Disclosure Document must accompany this worksheet.

If a trader forecasts a rise in expected market volatility, then buying a VIX ® call option might be an appropriate strategy. Any option trade involves, at minimum, a two-part forecast. The first part is the direction of the underlying instrument, and the second part is a forecast for the time period of the expected price move. When trading VIX options, there may be third piece to the puzzle. Since VIX options are priced using the same assumptions as the corresponding VIX futures contracts, it is often helpful to check the price level of that corresponding VIX futures contract.

Buy a call, strike price A

Generally, the stock price will be at or above strike A

Who Should Run It

Veterans and higher

NOTE: Many rookies begin trading options by purchasing out-of-the-money short-term calls. That’s because they tend to be cheap, and you can buy a lot of them. However, they’re probably not the best way to get your feet wet.

When to Run It

You’re bullish as a matador.

The Sweet Spot

The stock goes through the roof.

About the Security

Options are contracts which control underlying assets, oftentimes stock. It is possible to buy (own or long) or sell (“write” or short) an option to initiate a position. Options are traded through a broker, like TradeKing, who charges a commission when buying or selling option contracts.

Options: The Basics is a great place to start when learning about options. Before trading options carefully consider your objectives, the risks, transaction costs and fees.

The Strategy

A long call gives you the right to buy the underlying stock at strike price A.

Calls may be used as an alternative to buying stock outright. You can profit if the stock rises, without taking on all of the downside risk that would result from owning the stock. It is also possible to gain leverage over a greater number of shares than you could afford to buy outright because calls are always less expensive than the stock itself.

But be careful, especially with short-term out-of-the-money calls. If you buy too many option contracts, you are actually increasing your risk. Options may expire worthless and you can lose your entire investment, whereas if you own the stock it will usually still be worth something. (Except for certain banking stocks that shall remain nameless.)

Maximum Potential Profit

There’s a theoretically unlimited profit potential, if the stock goes to infinity. (Please note: We’ve never seen a stock go to infinity. Sorry.)

Maximum Potential Loss

Risk is limited to the premium paid for the call option.

The ten steps of action planning

The ten steps of action planningThe Ten Steps of Action Planning

Step 1. Create a Change Team

Objective: To assemble a team of leaders and staff members with the authority, expertise, credibility, and motivation necessary to drive a successful TeamSTEPPS Initiative .

Select a multidisciplinary Change Team.

Ensure representation from three different leadership levels: Senior Leadership, Clinical/Technical Expertise, and Front-line Leadership (go to Step 1 Worksheet ).

Ensure at least one member is very knowledgeable of team strategies, tools, and training techniques.

Ensure at least one member has experience in process improvement including performance trending techniques. Relevant skills include data collection, analysis, and presentation.

Tools and Resources:

Step 1 Worksheet - Creating A Change Team: Key Characteristics Primary Roles of Essential Members

Tips for Success:

The Change Team will focus on improving processes within its own clinical workspace. Choose members with relevant clinical expertise, workplace location, credibility, and direct involvement in the processes that will be affected by the TeamSTEPPS intervention.

Ideally, all Change Team members will attend team training.

Optimal Change Team size is five or six individuals.

Involvement of both physicians and nurses from the clinical workspace is essential.

The Change Team then proceeds through Steps 2 to 10.

Step 2. Define the Problem or the Opportunity for Improvement

Objective: To specifically state the problem, challenge, or opportunity for improvement that will be targeted by your TeamSTEPPS intervention; and to identify the involved process. What is it specifically that you want to "fix" or improve?

Identify a problem, challenge, or opportunity for improvement that you feel could be bettered with enhanced medical teamwork. Strategies include:

Reviewing workspace performance and safety data such as incident reports, the AHRQ Patient Safety Culture Survey, the Team Assessment Questionnaire, the Team Performance Observation Tool, and site-specific process and outcomes measures.

Reviewing reports of root cause analyses and failure modes and effects analyses.

Asking front-line staff, "What are bad outcomes waiting to happen because of breakdowns in the transfer of critical information?" "What are the things that keep you up at night?"

Identify the process during which the problem, challenge, or opportunity occurs by stating what the process is, who is involved, and when and where it occurs.

Example 1 of a Problem Definition

Division of finance and administration employee-organizational development

Division of finance and administration employee-organizational developmentStrategies for Promoting Employee Development

This page offers suggestions and tools for employees and their supervisors to help employees achieve greater success in their current position and plan for career advancement.

The following worksheets can be used individually or collaboratively by employees and their supervisors to identify an employee’s professional development needs and career development interests, create an associated learning plan, and reinforce newly acquired knowledge, skills and abilities.

Employee Development Planning Worksheet PDF DOC

To help individual employees identify their development needs and create an associated action plan; can also be used as a tool for supervisors as they coach their employees in their professional and career development.

Learning Activity Worksheet PDF DOC

To be completed before, during and after each training event to promote successful implementation of learning back at the job.

Career Development Plan Worksheet DOC (MS Word fillable form) DOC (for handwritten entry)

Employees can follow the steps on this worksheet to establish career goals, conduct a competency gap analysis, and create an associated action plan.

Frequently Asked Questions

What is Employee Development? Employee development encompasses training that prepares employees to perform their present job better, as well as career development activities that prepare them for job growth and greater responsibilities. What is the Benefit of Employee Development? A skilled and knowledgeable workforce positively impacts organizational performance; therefore, as employees gain experience and knowledge, it seems reasonable that there will be a corresponding correlation to the university’s success. In addition to increasing employee competency and effectiveness, organizations that invest in the development of its employees enjoy a more motivated and committed workforce that is evidenced by increased retention, higher job satisfaction and morale, and greater productivity. Employee development is a strategic investment in Texas AM’s current and future success! What are Competencies? Competencies are those characteristics, often referred to as a set of knowledge, skills and abilities, which are found to consistently distinguish outstanding job performance. Competencies that are required for the performance of certain jobs are referred to as “job-specific competencies.” For example, job-specific competencies of an outstanding accountant would include high math skills and attention to detail, whereas an office professional might require the ability to plan and schedule meetings, and a service provider would need excellent customer service skills. What is the Supervisor’s Role in Employee Development? Employee development is a shared responsibility which requires collaboration between the employee and supervisor. The supervisor’s role as “performance coach” includes such activities as clarifying performance and behavioral expectations, helping employees understand the organization’s long and short-term goals, identifying learning opportunities, giving positive and corrective feedback, and providing necessary resources. What is the Employee’s Role in his or her Development? In addition to meeting current performance expectations, employees must be able to adapt to meet evolving organizational needs. For example, new skills and knowledge are often required to keep pace with technological change and new departmental procedures. Employees should be intentional about their self-development by continually evaluating the organization’s needs and their own desires for growth, assessing their skills and abilities, and seeking available learning opportunities. What are Examples of Employee Development Activities?

The attainment of knowledge, skills and abilities can be achieved in numerous ways – many at no or low cost. Examples include the following activities:

Train the Trainer - Develop

Lesson Plan for Instructor-led: How do I create one?

EOD suggests a lesson plan based on Gagne’s Conditions of Learning (Culatta, 2012). The elements include:

Audience (Who is this for?)

Objectives (What do the participants need to be able to do/know?)

Purpose (Why is this training important?)

Materials (What will I need?)

Attention-grabber (Participants share what they already know or hope to know.)

Training outline (Instructor prepares content with activities and feedback integrated.)

Closure (Instructor restates the objectives; participants reflect and evaluate training.)

Participant evaluation (Participants evaluate the quality of the training.)

Instructor reflection (Instructor reflects on how the training went to determine points of refinement.)

EOD is providing two options you can use to create your lesson plan. One option is to download the Lesson Plan Template. It is meant to be filled out as you read How to Develop a Lesson Plan. You may also download the Lesson Plan Example to see one that is already completed.

How to Develop a Lesson Plan PDF

Another option is to download the Lesson Plan Workbook, which provides guiding questions to help you plan your training session.

Culatta, R. (2012). Conditions of Learning (Robert Gagne) . Retrieved from Innovative Learning: instructionaldesign/theories/conditions-learning. html

Planning in microsoft excel

Planning in microsoft excelPlanning in Microsoft Excel

Account managers can perform offline planning in a Microsoft Excel interface that is integrated with Mobile Sales. They can use the same key figures that are downloaded from SAP SEM and SAP NetWeaver BI. This function gives account managers flexibility and control in planning the figures for which they are held accountable. The ability to plan in Microsoft Excel enables key account managers to do the following:


You have created a campaign, trade promotion, or account plan and entered the required details.

You have set up Microsoft Excel to run in Mobile Sales. To do this, in Microsoft Windows Explorer. navigate to Tools Folder Options . Choose the File Types tab page and select the Microsoft Excel Worksheet file type. Choose the Advanced pushbutton and make sure that the Browse in same window indicator is selected.

Stocks-backtest-data downloader

Stocks-backtest-data downloaderStocks Backtest Data Downloader

*stockbacktest. xls updated Sept 8, 2012

Stockbacktest. xls is an end of day OHLC backtesting Excel/VBA program.

No VBA knowledge is needed to use this file however a basic understanding of excel formulas is needed.

The features are as follows:

Downloads data for the entered symbol. Alternatively you can insert your own OHLC data.

Four separate Conditions: Buy to open, Sell to Close, Sell to Open (short entry), Buy to Close (cover short).

After running “backtest” the chart will display a green dot to indicate a buy and a red dot to indicate a sell as shown below.

No passwords to view/edit VBA

completely free but donations appreciated

Download and open stockbacktest .

Columns I – AG (on data sheet) are reserved for you to enter in your own indicators. As an example, I have moving average indicators in Columns I and J.

Columns AI – AL(on data sheet) are reserved for you to enter in your Entry/Exit Signals based on the indicators you have entered in Columns I – AG. Don’t worry about consecutive signals. It will only take an entry signal if there is no position already open. You never have to check for open orders. You can enter dumb formulas that generate exit signals for example when there is not an open position and the VBA will ignore them. This allows users to keep entry exit formulas simple.

The box show below is on the data sheet. It always displays the last opened position and price into a static cell. This allows the use of formula based trailing stops based on the entry price. If you do not want to use trailing stops then you can just ignore this box.

As an example, I have a long entry when fast moving average is > the slow. =IF(I13>J13,BUY,0). You will want to keep the “BUY”,0 portion of this formula but change the I13>J13 to work with your indicators.

Columns AM – AN (on data sheet) is for the price to use when a BUY or SELL is triggered. (currently you need to account for commissions here) For example you may want to buy on the open, Buy on the close, or use a midpoint. As an example I have both Buy and Sell prices linked to the Close.

Enter Stock Symbol, Start Date, End Date, Starting Account Balance and Percent of account balance where indicated on the “Settings” tab.

Choose either a set number or shares per trade or a percent of account balance. Choosing % of account balance allows compounding.

Press “Download Data” to get the Symbol’s Daily Open High Low Close data. (or import your own data into columns A-F on “Data” sheet.

Instructions are below:

The results are shown in two ways:

Cell B8 on Settings page will show the final balance.

The chart on the Chart Sheet will display all stock and volume data with buys and sell plotted in red and green.

* There is one quirk that I will improve at some point. Bring down your indicators and signals to at least row 50 (VBA will bring it down the rest of the way) (Columns I-AN).

[*added Sept 8 2012] Your Indicator formulas that are in columns J-AE on the Data worksheet will be autofilled from the row number that you enter in cell B14 on the Settings worksheet.

For Example, if your indicator needs 50 days of data, then you must enter the last row number where your indicator is valid. In this example it would be row 51 (add a row to account for headings).

Components of leadership training

Components of leadership trainingOther People Are Reading

Cue from Strategy

The context of your leadership training program can be found in the language of your strategy or business plan, which explains how your organization differentiates itself in the market. By assessing performance reviews as well as observing and interviewing the effective leaders within your organization, you can define specific leadership traits for training. For example, determined worker may be too vague and universal. Instead, aim to train your leaders to go the extra mile to deliver client projects that are on time and of the highest quality.

Use Real-World Examples

Instead of sequestering potential leaders in a remote locale, find ways to integrate your leadership training with on-the-job activities and expose your leaders to practical real-world situations. For example, The Walt Disney Company doesnt just pass out a list of customer service values to its emerging leaders. It shares tales of customer service coups during leadership instruction. Then, the company takes its leaders-to-be to Disney parks and points out the mechanisms of their customer support network, according to Inc. The The Wall Street Journal how-to guide on developing future leaders recommends that you have potential leaders circulate through various jobs in your company and acquire new skills.

Encourage Communication

In the Internet age, staff can be located in different locations and often managed via email or digital conferencing. Its a challenge for leaders to cultivate relationships with the workforce. A major component of a leadership development program is to train leaders how to communicate via these channels with clarity and purpose, according to Inc. In addition, leaders require training with social media tools and corporate intranet information-sharing systems, so they learn about the values of transparency and the keeping the workforce informed.

Avoid Common Mistakes

After talking to many chief executives about leadership training, McKinsey Company pinpointed four mistakes. The first is lack of context. Leadership training that is one-size-fits-all fails to address differences in leadership style, corporate strategy or culture. The second is separating reflection from the job. Link leadership development to on-the-job tasks. The third is not taking into account mindsets. Potential leaders may have feelings, thoughts or beliefs that inhibit change and hinder training. Finally, many companies dont gauge the results of leadership development programs. One international bank reviewed promotions and found that graduates of their leadership program were rising higher in the organization than those who hadnt undertaken the leadership curriculum.

Annual program planning

Annual program planningAnnual Program Planning

Annual Program Planning

Your Pack's Annual Program Plan = Satisfied Cub Scouts and Families = A Lifelong Love of Scouting!

Dear Committee Chair and Cubmaster:

Let's talk about one of the key elements of all successful packs and an indicator of a potentially successful year. Of course that would be the pack's annual program plan and planning conference.

A research project done by Eli Lilly in Indianapolis, Indiana, showed that a common element of strong packs is they all have a good annual pack program planned a year in advance that is then shared with all families in the form of a calendar. The important result of a shared annual program calendar is that your pack will attract more families, and Cub Scouts will stay for a long time.

Just as an aside, the other two key elements of successful packs identified in that study were training and just having the right leader to start with.

Here is how a pack program planning conference works. A month or two before the scheduled face-to-face conference, the committee chair and Cubmaster gather the following information:

Key school dates

Community event dates

Your chartered organization's dates

Personal dates that may affect your pack's activities such as the Cubmaster's anniversary cruise

District and council dates

Collected Family Talent Survey sheets from all parents

Last year's pack annual plan if you have one

To maximize the efficiency of your planning, the following people should attend the conference:

All pack committee members

All den leaders

All pack/den aids and den chiefs (optional)

Chartered organization representative

Your unit commissioner (optional)

Anyone else you think might be helpful, such as other parents

If you choose, you can use a new electronic program planning conference guide for a pack to add some color to the process. This narrated PowerPoint presentation, which takes the pack step-by-step through the planning process, can be found by clicking here.

The result is an annual calendar and plan that all parties agree upon.

Here's a quick rundown of the steps.

Before you start the planning process: Explain to the group the importance of annual program planning, why you are doing it, and the rules for the process during this meeting.

Step 1: This part is easy. Just take the dates you collected and put them into your pack's master calendar—including den meeting dates—either on a hard copy or by plugging the information into an electronic calendar on a computer. An electronic template can be found by clicking here.

Step 2: Before you begin rounding out the master calendar with things you want to do, review what the pack did last year. You might even want to write what you come up with on a flip chart or dry erase board. Ask yourself questions like, what events went well, what events didn't go so well? Did we earn the National Summertime Pack Award? The Journey to Excellence Award? How did we do with den and pack attendance? Did we participate in Cub Scout day camp or family camp? Did we sell popcorn?

Feel free to ask as many questions as you want, but don't spend too much time on this, as the key issue is planning the upcoming year. Just use this research to help guide what you might want to keep, replace, or improve.

Step 3: Do some brainstorming on activities your pack might want to do in addition to den and pack meetings. This could be things such as a blue and gold banquet, pinewood derby, family picnic, first-aid training, pet show, and so on. Remember the brainstorming rule, which is anybody can suggest anything without critique or criticism. Feedback and analysis come later, after all the ideas have been captured. Once you have a list of things your dens and pack might want to do, start prioritizing the list. Is a particular activity something for dens or the pack as a whole? Could the activity be incorporated into a den or pack meeting? And so on.

Take a vote on which activities to include on the den and pack meeting schedule, then add the activities to your calendar.

Step 4: By now, the calendar should be taking shape. It should include school and community dates, holidays, some personal conflict dates, den and pack meetings, additional den and pack activities, and district and council dates. The next step is to assign the person who will be responsible for each event, as well as den responsibilities at pack meetings. This would include names, like "Bob Smith" will be the chair for the blue and gold banquet.

If you are really ambitious, you can even put in event details such as, "Bob will send invitation and assignments to each family by January 1," and, "By November 1, we will get confirmation from the school we can use the cafeteria." Remember that good planning and preparation will lead to family satisfaction. Some of this might have to come after your program planning conference, if you choose activities now and have to recruit chairs later. However, if you know you will be doing some activities again such as your blue and gold banquet, you might already have a commitment from "Bob" by the time the program planning conference happens.

Step 5: You're almost finished. The final step is to review your annual plan to ensure you have captured everything you and your families want to do in the upcoming year. Once you feel comfortable, publish or email your annual plan to each family. A reminder that not everyone has an email account, so be sure your distribution reaches all families. They will feel much more a part of your pack and be able to plan their own family calendar with the pack's calendar in hand. Sharing the annual plan with your families could be the most important step in retaining your Scouts and building tenure, so don't shortcut this one.

Step 6: Annual program planning is an ongoing process. Review the plan each month at your pack leaders' meeting to make sure you are still on track, to recruit chairs and other help, you participate in important meetings, or to make assignments or changes as needed.

A great pack program plan leads to a great pack and den program, which leads to Cub Scouts and their families staying and growing in Scouting.

Good luck! You are taking a big step toward being a great pack!

These tools should make it easier to have up-to-date newsletters and calendars ready when you need them.

Pack calendar templates (2015-2016)

Pack calendar templates (2014-2015)

Fill in dates and events in the spaces provided. Save and print or email. It's that easy! When you first know about an addition or change to pack activities, add that to the calendar so it will always be up-to-date and ready to print or send.

Pack newsletter template (Excel). Save the template file, then "Save As" for your first newsletter. This file includes two worksheets (see tabs at the bottom of the screen). Enter the information you want in the newsletter in the "Type Information Here" worksheet. Save the file. Then go to the "ViewPrint Newsletter" tab to see if the newsletter is as you want it to be. Make any changes on the "Type Information Here" worksheet.* When the newsletter is as you want it, save the file and then print it. If you plan to email the file, first delete the "Type Information Here" worksheet so that the recipients will get only the "ViewPrint Newsletter."

*Note: The worksheets are protected without a password to allow changes only in certain cells and prevent mistakes. To learn how to change those protected cells in your version of Microsoft Excel®, search for "protection" in the Excel help section. We recommend that after you make the intended changes, you protect the worksheet to prevent unintended changes.

Pack poster templates.

Family Talent Survey

Cub Scout Den Meeting Program

Den and Pack Meeting Resource Guide