Efficiency is doing things right. Effectiveness is doing the right things. Your ability to plan and organize your work, in advance, so you are always working on your highest value tasks determines your success as much as any other factor.
The ABCDE Method for Priorities…
The process of setting short-term priorities begins with a pad of paper and a pen. Whenever you feel overwhelmed by too many things to do and too little time in which to do them, sit down, take a deep breath, and list all those tasks you need to accomplish. Although there is never enough time to do everything, there is always enough time to do the most important things, and to stay with them until they are done right.
Setting Better Priorities…
The best method for setting priorities on your list, once you have determined your major goals or objectives, is the A-B-C-D-E method. You place one of those letters in the margin before each of the tasks on your list before you begin.
“A” stands for “very important;” something you must do. There can be serious negative consequences if you don’t do it.
“B” stands for “important;” something you should do. This is not as important as your ‘A’ tasks. There are only minor negative consequences if it is not completed.
“C” stands for things that are “nice to do;” but which are not as important as ‘A’ or ‘B,’ tasks. There are no negative consequences for not completing it.
“D” stands for “delegate.” You can assign this task to someone else who can do the job instead of you.
“E” stands for “eliminate, whenever possible.” You should eliminate every single activity you possibly can, to free up your time.
When you use the A-B-C-D-E method, you can very easily sort out what is important and unimportant. This then will focus your time and attention on those items on your list that are most essential for you to do.
Just Say No…
Once you can clearly determine the one or two things that you should be doing, above all others, just say no to all diversions and distractions and focus single-mindedly on accomplishing those priorities.
Much of the stress that you experience in your work life comes from working on low-priority tasks. The amazing discovery is that as soon as you start working on your highest-value activity, all your stress disappears. You feel a continuous stream of energy and enthusiasm.
As you work toward the completion of something that is really important, you feel an increased sense of personal value and inner satisfaction. You experience a sensation of self-mastery and self-control. You feel calm, confident and capable.
Action Exercises:
Here are three ideas that you can use, every day, to help you set priorities and to keep you working at your best:
First, take the time to be clear about your goals and objectives so that the priorities you set are moving you in the direction of something that is of real value to you.
Second, remember that what counts is not the amount of time that you put in overall; rather, it’s the amount of time that you spend working on high-priority tasks.
Third, understand that the most important factor in setting priorities is your ability to make wise choices. You are always free to choose to engage in one activity or another.
Resolve today to set clear priorities in every area of your life, and always choose the activities that will assure you the greatest health, happiness and prosperity in the long term.
Sunday, June 21, 2009
Be Committed to Keeping Your Personal and Professional Life in Balance by Denis Waitley
It is so important to be living in prime time, rather than watching TV in prime time. On your way to success make certain you grow friendships, not just bank and mutual fund accounts.
Life is a collection of memories, not of material things. The Egyptian pharaohs were buried with all their treasures, and were mummified in hopes that they could enjoy their bounty in the next life. But we are only caretakers of possessions.
There is a big difference between standard of living and quality of life. Standard of living is based on income earned. Quality of life is the enjoyment of the millions of minutes in between accomplishments.
Having money is only one aspect of wealth. To the sick person, wealth is health. To the lonely person, wealth is someone to talk to and share with. To the estranged person, wealth is hearing words of love and forgiveness.
Borrowing the free verse style from Brother Jeremiah’s classic poem, I’d Pick More Daisies, here are a few things I’d do, the second time around.
I’d laugh at my misfortunes more. Spend more time counting my blessings than my blemishes. Spend more time playing with my children and grandchildren and less time watching performers in the arena. More time enjoying what I have, less time thinking about the things I don’t have.
If I could live my life again, I’d walk in the rain more without an umbrella and listen less to weather reports. I’d spend more time looking at trees and climbing them, less time flipping through magazines made from dead trees.
I’d spend more time fully involved in the present moment, less time remembering and anticipating. I’d smile more, frown less.
And most of all I’d be more spontaneous and active, less hesitant and subdued. When some spur of the moment idea came up to go hiking, playing Frisbee, coloring Easter eggs, singing in a chorus, going kayaking, or watching an eclipse, I’d be less likely to sit in my chair objecting, “It’s not in our plan.”
I’d be inclined to jump up and run out the door next time and say, “Yes, we can!” Although I can’t live my life again, I’m still going to live the new way every day any way. I’ll never have all the moments I’ve missed, but I do have all the time remaining.
Action Idea – Choose one activity this month that you really want to engage in, but that you have been putting off because it isn’t a priority. Schedule that activity in your planner, as if it were a “must do” business or financial commitment.
When you have done it, while you are still feeling good, schedule one for next month, and do it as long as you live.
– Denis Waitley
Life is a collection of memories, not of material things. The Egyptian pharaohs were buried with all their treasures, and were mummified in hopes that they could enjoy their bounty in the next life. But we are only caretakers of possessions.
There is a big difference between standard of living and quality of life. Standard of living is based on income earned. Quality of life is the enjoyment of the millions of minutes in between accomplishments.
Having money is only one aspect of wealth. To the sick person, wealth is health. To the lonely person, wealth is someone to talk to and share with. To the estranged person, wealth is hearing words of love and forgiveness.
Borrowing the free verse style from Brother Jeremiah’s classic poem, I’d Pick More Daisies, here are a few things I’d do, the second time around.
I’d laugh at my misfortunes more. Spend more time counting my blessings than my blemishes. Spend more time playing with my children and grandchildren and less time watching performers in the arena. More time enjoying what I have, less time thinking about the things I don’t have.
If I could live my life again, I’d walk in the rain more without an umbrella and listen less to weather reports. I’d spend more time looking at trees and climbing them, less time flipping through magazines made from dead trees.
I’d spend more time fully involved in the present moment, less time remembering and anticipating. I’d smile more, frown less.
And most of all I’d be more spontaneous and active, less hesitant and subdued. When some spur of the moment idea came up to go hiking, playing Frisbee, coloring Easter eggs, singing in a chorus, going kayaking, or watching an eclipse, I’d be less likely to sit in my chair objecting, “It’s not in our plan.”
I’d be inclined to jump up and run out the door next time and say, “Yes, we can!” Although I can’t live my life again, I’m still going to live the new way every day any way. I’ll never have all the moments I’ve missed, but I do have all the time remaining.
Action Idea – Choose one activity this month that you really want to engage in, but that you have been putting off because it isn’t a priority. Schedule that activity in your planner, as if it were a “must do” business or financial commitment.
When you have done it, while you are still feeling good, schedule one for next month, and do it as long as you live.
– Denis Waitley
Seven Steps To Achieving Your Dream by Chris Widener
Vision is the spectacular that inspires us to carry out the mundane.” — Chris Widener
Can achievement be broken down into steps? Well, it isn’t always that clean and easy, but I do know that those who achieve great things usually go through much of the same process, with many of the items listed below as part of that process.
So if you have been struggling with achievement, look through the following and internalize the thoughts presented. Then begin to apply them. You will be on the road to achieving your dream!
1. Dream it - Everything begins in the heart and mind. Every great achievement began in the mind of one person. They dared to dream, to believe that it was possible.
Take some time to allow yourself to ask “What if?” Think big. Don’t let negative thinking discourage you. You want to be a “dreamer.”
Dream of the possibilities for yourself, your family, and for others. If you had a dream that you let grow cold, re-ignite the dream! Fan the flames. Life is too short to let it go.
2. Believe it - Yes, your dream needs to be big. It needs to be something that is seemingly beyond your capabilities. But it also must be believable.
You must be able to say that if certain things take place, if others help, if you work hard enough, though it is a big dream, it can still be done. Good example: A person with no college education can dream that he will build a 50 million-dollar a year company. That is big, but believable.
Bad example: That a 90 year-old woman with arthritis will someday run a marathon in under 3 hours. It is big alright, but also impossible. She should instead focus on building a 50 million-dollar a year business! And she better get a move on!
3. See it - The great achievers have a habit. They “see” things. They picture themselves walking around their CEO office in their new 25 million-dollar corporate headquarters, even while they are sitting on a folding chair in their garage “headquarters.”
Great free-throw shooters in the NBA picture the ball going through the basket. PGA golfers picture the ball going straight down the fairway. World-class speakers picture themselves speaking with energy and emotion.
All of this grooms the mind to control the body to carry out the dream.
4. Tell it - One reason many dreams never go anywhere is because the dreamer keeps it all to himself. It is a quiet dream that only lives inside of his mind. The one who wants to achieve their dream must tell that dream to many people.
One reason: As we continually say it, we begin to believe it more and more. If we are talking about it then it must be possible. Another reason: It holds us accountable.
When we have told others, it spurs us on to actually do it so we don’t look foolish.
5. Plan it - Every dream must take the form of a plan. The old saying that you “get what you plan for” is so true. Your dream won’t just happen.
You need to sit down, on a regular basis, and plan out your strategy for achieving the dream. Think through all of the details.
Break the whole plan down into small, workable parts. Then set a time frame for accomplishing each task on your “dream plan.”
6. Work it - Boy, wouldn’t life be grand if we could quit before this one! Unfortunately the successful are usually the hardest workers. While the rest of the world is sitting on their couch watching re-runs of Gilligan’s Island, achievers are working on their goal - achieving their dream.
I have an equation that I work with: Your short-term tasks, multiplied by time, equal your long-term accomplishments. If you work on it each day, eventually you will achieve your dream. War and Peace was written, in longhand, page by page.
7. Enjoy it - When you have reached your goal and you are living your dream, be sure to enjoy it. In fact, enjoy the trip too. Give yourself some rewards along the way.
Give yourself a huge reward when you get there. Help others enjoy it. Be gracious and generous. Use your dream to better others. Then go back to number 1. And dream a little bigger this time!
Can achievement be broken down into steps? Well, it isn’t always that clean and easy, but I do know that those who achieve great things usually go through much of the same process, with many of the items listed below as part of that process.
So if you have been struggling with achievement, look through the following and internalize the thoughts presented. Then begin to apply them. You will be on the road to achieving your dream!
1. Dream it - Everything begins in the heart and mind. Every great achievement began in the mind of one person. They dared to dream, to believe that it was possible.
Take some time to allow yourself to ask “What if?” Think big. Don’t let negative thinking discourage you. You want to be a “dreamer.”
Dream of the possibilities for yourself, your family, and for others. If you had a dream that you let grow cold, re-ignite the dream! Fan the flames. Life is too short to let it go.
2. Believe it - Yes, your dream needs to be big. It needs to be something that is seemingly beyond your capabilities. But it also must be believable.
You must be able to say that if certain things take place, if others help, if you work hard enough, though it is a big dream, it can still be done. Good example: A person with no college education can dream that he will build a 50 million-dollar a year company. That is big, but believable.
Bad example: That a 90 year-old woman with arthritis will someday run a marathon in under 3 hours. It is big alright, but also impossible. She should instead focus on building a 50 million-dollar a year business! And she better get a move on!
3. See it - The great achievers have a habit. They “see” things. They picture themselves walking around their CEO office in their new 25 million-dollar corporate headquarters, even while they are sitting on a folding chair in their garage “headquarters.”
Great free-throw shooters in the NBA picture the ball going through the basket. PGA golfers picture the ball going straight down the fairway. World-class speakers picture themselves speaking with energy and emotion.
All of this grooms the mind to control the body to carry out the dream.
4. Tell it - One reason many dreams never go anywhere is because the dreamer keeps it all to himself. It is a quiet dream that only lives inside of his mind. The one who wants to achieve their dream must tell that dream to many people.
One reason: As we continually say it, we begin to believe it more and more. If we are talking about it then it must be possible. Another reason: It holds us accountable.
When we have told others, it spurs us on to actually do it so we don’t look foolish.
5. Plan it - Every dream must take the form of a plan. The old saying that you “get what you plan for” is so true. Your dream won’t just happen.
You need to sit down, on a regular basis, and plan out your strategy for achieving the dream. Think through all of the details.
Break the whole plan down into small, workable parts. Then set a time frame for accomplishing each task on your “dream plan.”
6. Work it - Boy, wouldn’t life be grand if we could quit before this one! Unfortunately the successful are usually the hardest workers. While the rest of the world is sitting on their couch watching re-runs of Gilligan’s Island, achievers are working on their goal - achieving their dream.
I have an equation that I work with: Your short-term tasks, multiplied by time, equal your long-term accomplishments. If you work on it each day, eventually you will achieve your dream. War and Peace was written, in longhand, page by page.
7. Enjoy it - When you have reached your goal and you are living your dream, be sure to enjoy it. In fact, enjoy the trip too. Give yourself some rewards along the way.
Give yourself a huge reward when you get there. Help others enjoy it. Be gracious and generous. Use your dream to better others. Then go back to number 1. And dream a little bigger this time!
It’s Never Too Late! By Zig Ziglar
In May of 1983, Helen Hill, age 95, received her high school diploma. She was absolutely ecstatic. When she finished high school 76 years earlier, she and her five classmates did not receive formal diplomas because the school was so much in debt they could not afford them.
When she received her belated diploma, Mrs. Hill was thrilled. Unfortunately, she was the only surviving member of the Class of 1907, so she could not share her joy and excitement with her former classmates. The message is clear: A disappointment of yesterday can turn into a delight for today. It’s never too late!
Carl Carson, at the tender age of 64, decided to make a career change. At that age, most people think in terms of retirement, which is unfortunate. Many 64-year-olds are still very young and have accumulated experiences on which they can build very exciting and rewarding careers. Mr. Carson had been successful as a car and truck leasing agent.
For his new career, he decided to go into the consulting business. His original plan was to sell his services to ten clients. Like many of us, when he reached his rather modest goal he decided to do more. He began putting out a monthly newspaper, advising twelve hundred paying subscribers. By age 75, Carl was criss-crossing the nation a hundred times a year, speaking at conventions and having a very good time.
The message is absolutely clear: It’s never too late to dream, to learn, or to change. Unfortunately, many people come up with excuses for not reaching their goals. They don’t live in the right place, are too old or too young, or a host of other excuses.
I’m not saying that it’s going to be easy because life is tough, but it can be rewarding! It’s true that you can’t stop the calendar or turn back the clock, but you can still dream, set those positive goals, and use your unique abilities. Buy into that idea and I’ll See You At The Top!
When she received her belated diploma, Mrs. Hill was thrilled. Unfortunately, she was the only surviving member of the Class of 1907, so she could not share her joy and excitement with her former classmates. The message is clear: A disappointment of yesterday can turn into a delight for today. It’s never too late!
Carl Carson, at the tender age of 64, decided to make a career change. At that age, most people think in terms of retirement, which is unfortunate. Many 64-year-olds are still very young and have accumulated experiences on which they can build very exciting and rewarding careers. Mr. Carson had been successful as a car and truck leasing agent.
For his new career, he decided to go into the consulting business. His original plan was to sell his services to ten clients. Like many of us, when he reached his rather modest goal he decided to do more. He began putting out a monthly newspaper, advising twelve hundred paying subscribers. By age 75, Carl was criss-crossing the nation a hundred times a year, speaking at conventions and having a very good time.
The message is absolutely clear: It’s never too late to dream, to learn, or to change. Unfortunately, many people come up with excuses for not reaching their goals. They don’t live in the right place, are too old or too young, or a host of other excuses.
I’m not saying that it’s going to be easy because life is tough, but it can be rewarding! It’s true that you can’t stop the calendar or turn back the clock, but you can still dream, set those positive goals, and use your unique abilities. Buy into that idea and I’ll See You At The Top!
What it takes to be a trainer
TRAINING is the process of imparting the skills and knowledge people need to do a particular job or activity.
It involves changing attitudes and mindsets so that people can improve their job performance and develop personally.
The sum total of better performance from all its trained employees ensures that an organisation has a higher output and greater returns on investment.
Training benefits
Training is a growing trend worldwide. It enables employees to keep abreast of changes in business, technology and organisational methods.
The advantages of training are manifold. It reduces errors, expenses, staff turnover, accidents and lost time.
It generates higher profits, creates new customers, maintains existing customers and improves client relationships.
It also increases customer satisfaction, production, quality, staff morale and public image.
When to train
Training is used to orientate new employees. It introduces new skills to existing employees.
Training upgrades employees’ knowledge when there is a change of job function or environment.
For example, when a company automates its functions and services, its workers have to learn how to navigate the new computer systems.
Training is also necessary to narrow the skill gaps between desired and actual standards.
If a company wants to improve performance for certain tasks, such as getting the sales staff to bring in higher sales, training can help to achieve that objective.
Training is required to fulfil an organisational need, for instance, to provide a higher level of service.
For managerial positions, it provides executive development.
Sceptics who query the return on investment (ROI) from training often ask: “What does it cost to train someone?”
The important question should be: “What does it cost not to train employees?”
One answer is: Poorly trained staff can cost a company lost sales, customers and its reputation.
Most companies do not dispute the necessity of training their employees regularly.
In fact, the fast-changing marketplace demands that workers upgrade their skills and knowledge constantly.
This, in turn, has boosted the demand for corporate trainers.
The trainer’s role
A trainer has many roles actually.
He is an instructional designer, curriculum developer, career coach, mentor, counsellor and facilitator. He is also a sounding board for sparring ideas and a listening post for worried employees.
At times, he is the sponge that absorbs complaints from course participants who take the opportunity to get something off their chests.
Qualities
An ideal trainer has “CASH”:
Content: He must know his subject thoroughly.
Attitude: He is passionately committed to sharing knowledge with others.
Skills: He is a charismatic speaker, has high EQ, is confident, humorous, sincere and patient.
Habits: He is organised, flexible, independent and participant-focused. The training room is his stage. Come rain or shine, in sickness or in health, the show must go on.
The trainer must walk the talk. He must maintain credibility at all times. He handles feedback positively.
In the face of negative feedback, he bites the bullet. He acknowledges his failure, identifies solutions and designs changes to improve his performance in the next course.
Logistics
When a trainer shows up, the company’s training coordinators send him off to the training room with the words: “Break a leg!”, just as they would wish a stage actor.
They know that Murphy’s Law applies here. Things that can go wrong will go wrong.
For example, the room may not be arranged to his requirements.
His laptop and projector may not be “talking” to each another. Flip chart paper may be insufficient, air-conditioners set at arctic levels, manuals with wrongly collated pages — these are just some of a trainer’s challenges.
There are also a lot of training tools to take along — CDs, manuals, games, hi-fi set, laptop, projector and props. He has to pack them in his office, unpack and repack again in the training room.
A trainer is expected to do stand-up delivery the entire day.
He has to change the flow to suit participants or logistics, for instance, when the television fails to work.
When participants are slow, he adjusts the pace of learning.
A perfect training day is a dream. No matter how meticulously a trainer plans, there will be a hitch somewhere.
But the professional trainer has learnt over the years to take it all in his stride. He knows that he, of all people, cannot lose his cool — or he will lose his audience.
Teaching adults
WHEN was the last time you had to do something because you had no choice? Like changing a dirty diaper, cooking a meal or putting together a PowerPoint presentation?
You learnt to do any of these tasks because you needed to or wanted to. This is the premise for adult training. An effective trainer must differentiate andragogy (adult learning) from pedagogy (child learning). He must understand the conditions under which adult learners learn best.
Adult versus child
Adults learn because they want to. Children learn because they are led to do so.
In schools, educationists and teachers are regarded as the experts who determine what, when, how and where the children learn.
Adult learners are referred to as participants while child learners are called students.
Adult training is problem-focused. Adults are the sources of case studies that trainers use, whereas in a classroom, teachers are the primary sources of information.
Adult learners focus on practical solutions to real-life problems facing them in the working world today.
Child learning is based heavily on acquiring proficiency in a variety of disciplines and gaining knowledge about the world they live in.
What adults need
Dr Malcolm Knowles is known as the “Father of Andragogy”. In his book, The Adult Learner: A Neglected Species, he made several assumptions that underscore the role of the trainer:
■ Adults need to understand why they are learning before they invest their time and money in training. The earlier they know the purpose, the better. Trainers must help them understand the purpose of their learning.
■ The responsibility of learning rests with adults. They are self-motivated and self-directed in learning. However, trainers need to help them identify their training needs.
■ Adults attend training sessions armed with many years of working experience. They are loaded with many examples and perspectives to contribute. A good trainer capitalises on the experiences of his participants.
■ Adults are ever ready to learn skills that can help them cope with life. So training must be as relevant and practical as possible.
■ Adults are willing to learn when it helps them solve problems faster or perform tasks easier. The trainer must determine their needs and develop content to assist them in reaching their objectives.
■ Adults are motivated more by factors like increasing self-esteem than external motivators such as higher salaries.
So the trainer must ensure that there is a conducive learning environment with sufficient time and enough activities that will raise the participants’ self-esteem.
Essential steps
At the start of the workshop, a trainer must introduce himself to the participants. This breaks the ice and creates rapport.
The trainer must also create a safe environment where participants can learn without any fear of embarrassment. A comfortable workshop room will make learning easier.
Learning objectives must be crystal clear. Content, exercises and games must be directed to meet the objectives.
Content must be relevant, practicable and transferable to adults.
Remember, adults come to learn to cope with life or solve its problems. They want practical answers to today’s challenges.
Respect and interact
Throughout the duration of the course or workshop, the trainer must invite his participants to contribute and, at times, allow them to lead.
Encourage participation. Divide the participants into small groups to overcome any fear or resistance to share ideas.
Use positive body physiology. A smile is the trainer’s cheapest, most portable and effective invitation tool to create rapport.
Maintain eye contact with participants all the time. Nod your head to convey that you understand their concerns.
A good trainer should facilitate more than he lectures. Simply giving a lecture on a topic is the least effective tool a trainer can employ.
Studies have shown that after two weeks, participants barely remember 5 per cent of what they heard in a lecture.
An effective trainer encourages discussion between participants and himself, and among one another.
He solicits ideas and views from participants before stating his. Sharing his personal experiences is an integral part of the training.
Lastly, the trainer knows that confidentiality must be respected. A golden rule to follow is: “What’s said in the room, stays in the room.”
If the trainer treats his participants with respect, they will reciprocate accordingly, and the training session will be a useful learning experience for everyone.
Article by Michael Lum, PhD
It involves changing attitudes and mindsets so that people can improve their job performance and develop personally.
The sum total of better performance from all its trained employees ensures that an organisation has a higher output and greater returns on investment.
Training benefits
Training is a growing trend worldwide. It enables employees to keep abreast of changes in business, technology and organisational methods.
The advantages of training are manifold. It reduces errors, expenses, staff turnover, accidents and lost time.
It generates higher profits, creates new customers, maintains existing customers and improves client relationships.
It also increases customer satisfaction, production, quality, staff morale and public image.
When to train
Training is used to orientate new employees. It introduces new skills to existing employees.
Training upgrades employees’ knowledge when there is a change of job function or environment.
For example, when a company automates its functions and services, its workers have to learn how to navigate the new computer systems.
Training is also necessary to narrow the skill gaps between desired and actual standards.
If a company wants to improve performance for certain tasks, such as getting the sales staff to bring in higher sales, training can help to achieve that objective.
Training is required to fulfil an organisational need, for instance, to provide a higher level of service.
For managerial positions, it provides executive development.
Sceptics who query the return on investment (ROI) from training often ask: “What does it cost to train someone?”
The important question should be: “What does it cost not to train employees?”
One answer is: Poorly trained staff can cost a company lost sales, customers and its reputation.
Most companies do not dispute the necessity of training their employees regularly.
In fact, the fast-changing marketplace demands that workers upgrade their skills and knowledge constantly.
This, in turn, has boosted the demand for corporate trainers.
The trainer’s role
A trainer has many roles actually.
He is an instructional designer, curriculum developer, career coach, mentor, counsellor and facilitator. He is also a sounding board for sparring ideas and a listening post for worried employees.
At times, he is the sponge that absorbs complaints from course participants who take the opportunity to get something off their chests.
Qualities
An ideal trainer has “CASH”:
Content: He must know his subject thoroughly.
Attitude: He is passionately committed to sharing knowledge with others.
Skills: He is a charismatic speaker, has high EQ, is confident, humorous, sincere and patient.
Habits: He is organised, flexible, independent and participant-focused. The training room is his stage. Come rain or shine, in sickness or in health, the show must go on.
The trainer must walk the talk. He must maintain credibility at all times. He handles feedback positively.
In the face of negative feedback, he bites the bullet. He acknowledges his failure, identifies solutions and designs changes to improve his performance in the next course.
Logistics
When a trainer shows up, the company’s training coordinators send him off to the training room with the words: “Break a leg!”, just as they would wish a stage actor.
They know that Murphy’s Law applies here. Things that can go wrong will go wrong.
For example, the room may not be arranged to his requirements.
His laptop and projector may not be “talking” to each another. Flip chart paper may be insufficient, air-conditioners set at arctic levels, manuals with wrongly collated pages — these are just some of a trainer’s challenges.
There are also a lot of training tools to take along — CDs, manuals, games, hi-fi set, laptop, projector and props. He has to pack them in his office, unpack and repack again in the training room.
A trainer is expected to do stand-up delivery the entire day.
He has to change the flow to suit participants or logistics, for instance, when the television fails to work.
When participants are slow, he adjusts the pace of learning.
A perfect training day is a dream. No matter how meticulously a trainer plans, there will be a hitch somewhere.
But the professional trainer has learnt over the years to take it all in his stride. He knows that he, of all people, cannot lose his cool — or he will lose his audience.
Teaching adults
WHEN was the last time you had to do something because you had no choice? Like changing a dirty diaper, cooking a meal or putting together a PowerPoint presentation?
You learnt to do any of these tasks because you needed to or wanted to. This is the premise for adult training. An effective trainer must differentiate andragogy (adult learning) from pedagogy (child learning). He must understand the conditions under which adult learners learn best.
Adult versus child
Adults learn because they want to. Children learn because they are led to do so.
In schools, educationists and teachers are regarded as the experts who determine what, when, how and where the children learn.
Adult learners are referred to as participants while child learners are called students.
Adult training is problem-focused. Adults are the sources of case studies that trainers use, whereas in a classroom, teachers are the primary sources of information.
Adult learners focus on practical solutions to real-life problems facing them in the working world today.
Child learning is based heavily on acquiring proficiency in a variety of disciplines and gaining knowledge about the world they live in.
What adults need
Dr Malcolm Knowles is known as the “Father of Andragogy”. In his book, The Adult Learner: A Neglected Species, he made several assumptions that underscore the role of the trainer:
■ Adults need to understand why they are learning before they invest their time and money in training. The earlier they know the purpose, the better. Trainers must help them understand the purpose of their learning.
■ The responsibility of learning rests with adults. They are self-motivated and self-directed in learning. However, trainers need to help them identify their training needs.
■ Adults attend training sessions armed with many years of working experience. They are loaded with many examples and perspectives to contribute. A good trainer capitalises on the experiences of his participants.
■ Adults are ever ready to learn skills that can help them cope with life. So training must be as relevant and practical as possible.
■ Adults are willing to learn when it helps them solve problems faster or perform tasks easier. The trainer must determine their needs and develop content to assist them in reaching their objectives.
■ Adults are motivated more by factors like increasing self-esteem than external motivators such as higher salaries.
So the trainer must ensure that there is a conducive learning environment with sufficient time and enough activities that will raise the participants’ self-esteem.
Essential steps
At the start of the workshop, a trainer must introduce himself to the participants. This breaks the ice and creates rapport.
The trainer must also create a safe environment where participants can learn without any fear of embarrassment. A comfortable workshop room will make learning easier.
Learning objectives must be crystal clear. Content, exercises and games must be directed to meet the objectives.
Content must be relevant, practicable and transferable to adults.
Remember, adults come to learn to cope with life or solve its problems. They want practical answers to today’s challenges.
Respect and interact
Throughout the duration of the course or workshop, the trainer must invite his participants to contribute and, at times, allow them to lead.
Encourage participation. Divide the participants into small groups to overcome any fear or resistance to share ideas.
Use positive body physiology. A smile is the trainer’s cheapest, most portable and effective invitation tool to create rapport.
Maintain eye contact with participants all the time. Nod your head to convey that you understand their concerns.
A good trainer should facilitate more than he lectures. Simply giving a lecture on a topic is the least effective tool a trainer can employ.
Studies have shown that after two weeks, participants barely remember 5 per cent of what they heard in a lecture.
An effective trainer encourages discussion between participants and himself, and among one another.
He solicits ideas and views from participants before stating his. Sharing his personal experiences is an integral part of the training.
Lastly, the trainer knows that confidentiality must be respected. A golden rule to follow is: “What’s said in the room, stays in the room.”
If the trainer treats his participants with respect, they will reciprocate accordingly, and the training session will be a useful learning experience for everyone.
Article by Michael Lum, PhD
Team up for success
WHEN you request your employees to do something, it may seem to you that they are thinking, “You can’t make me”.
As a manager, what can you do to increase the chances of your team members cooperating? More importantly, how can you get their “buy in” regarding organisational goals?
The answers to these questions lie not just in the words you use when you talk to your staff. The stage is set for cooperation — or the lack of it — even before you make a request. It starts with what you think about your staff and how well you listen to them.
THINK POSITIVE
One of the best ways to set a positive tone with employees is to examine the way you think about them. You must change any “half empty” thinking to “half full” thinking.
How many times have you thought: “He’s so arrogant!” or “She’s so indecisive.” Your staff can tell when your view of them is negative and are less likely to want to do a good job for you as a result.
Why not change the negative interpretation of “arrogant” to a neutral or positive one, such as “He knows his abilities” or “He’s self-confident”?
Or change “She’s indecisive” to “She’s open to new ideas” or “She’s flexible”.
ASK FOR MORE
Another way to get cooperation from your team members is to be open to their feedback and suggestions. When they feel heard, they are more likely to hear you.
When I was a new supervisor, one of my mentors gave me a precious piece of advice that has served me well for over 20 years. She advised that when I receive constructive criticism or feedback I should ask for more information.
Some of my favourite phrases for “asking for more” include:
● “How do you mean?”
● “Can you be more specific?”
● “Can you give me an example?”
● “Could you elaborate please?”
● “Tell me more.”
And to take it one step further, you can solicit input from the person sharing the feedback by asking for his suggestions. These phrases include:
● “What do you suggest?”
● “What would you like to see happen?”
● “What do you think we should do?”
● “How should we resolve it?”
● “In your opinion, what should be done?
DO IT BETTER
You are a step ahead of the game when you can see your team member in a positive light and when you are willing to consider his or her input.
Yet, it still sometimes seems that the resistant employee is thinking: “Why should I enthusiastically carry out your request?” and “What’s in it for me?”
In the 14 years that I have been conducting workshops for companies on “working together better”, I have got feedback from hundreds of employees as to why they don’t want to cooperate. This feedback seems to fall in four categories:
1 LACK OF APPRECIATION
One woman told me that she had been working for the same company for 15 years and had not once been told “good job” or “thank you”. She said that although she had to comply with the boss’ requests so she wouldn’t get fired, she confessed that she did just enough to get by.
2 NO BIG PICTURE
Many employees say that they toil away day after day in their own cubicle, often unaware of how their tasks fit into the organisation’s bigger picture. Employees indicate that they would feel more motivated to do a good job if they could see how their daily work contributes to the organisation. They want to know that what they’re doing has a purpose and makes a difference.
3 NO SENSE OF BELONGING
We’ve all heard the expression, “people don’t care how much you know until they know how much you care.” Employees want to feel that they are part of a team that cares about them as people. Holiday parties, company picnics, birthday cards and other acts of caring go a long way in getting an employee’s co-operation. After all, most people will go out of their way to help someone they care about. But, they may not do the same for someone they perceive as distant and uncaring.
4 INCONSISTENT CONSEQUENCES
This is the Number One complaint from employees at companies large and small. As one person put it: “Some people are getting away with doing very little and nobody is doing anything about it!”
Or, to paraphrase this: “Why should I work so hard when everyone else is slacking off?”
Your staff will be more willing to do a good job when they feel that good performance is rewarded and bad performance is discouraged.
Article by Sarita Maybin
As a manager, what can you do to increase the chances of your team members cooperating? More importantly, how can you get their “buy in” regarding organisational goals?
The answers to these questions lie not just in the words you use when you talk to your staff. The stage is set for cooperation — or the lack of it — even before you make a request. It starts with what you think about your staff and how well you listen to them.
THINK POSITIVE
One of the best ways to set a positive tone with employees is to examine the way you think about them. You must change any “half empty” thinking to “half full” thinking.
How many times have you thought: “He’s so arrogant!” or “She’s so indecisive.” Your staff can tell when your view of them is negative and are less likely to want to do a good job for you as a result.
Why not change the negative interpretation of “arrogant” to a neutral or positive one, such as “He knows his abilities” or “He’s self-confident”?
Or change “She’s indecisive” to “She’s open to new ideas” or “She’s flexible”.
ASK FOR MORE
Another way to get cooperation from your team members is to be open to their feedback and suggestions. When they feel heard, they are more likely to hear you.
When I was a new supervisor, one of my mentors gave me a precious piece of advice that has served me well for over 20 years. She advised that when I receive constructive criticism or feedback I should ask for more information.
Some of my favourite phrases for “asking for more” include:
● “How do you mean?”
● “Can you be more specific?”
● “Can you give me an example?”
● “Could you elaborate please?”
● “Tell me more.”
And to take it one step further, you can solicit input from the person sharing the feedback by asking for his suggestions. These phrases include:
● “What do you suggest?”
● “What would you like to see happen?”
● “What do you think we should do?”
● “How should we resolve it?”
● “In your opinion, what should be done?
DO IT BETTER
You are a step ahead of the game when you can see your team member in a positive light and when you are willing to consider his or her input.
Yet, it still sometimes seems that the resistant employee is thinking: “Why should I enthusiastically carry out your request?” and “What’s in it for me?”
In the 14 years that I have been conducting workshops for companies on “working together better”, I have got feedback from hundreds of employees as to why they don’t want to cooperate. This feedback seems to fall in four categories:
1 LACK OF APPRECIATION
One woman told me that she had been working for the same company for 15 years and had not once been told “good job” or “thank you”. She said that although she had to comply with the boss’ requests so she wouldn’t get fired, she confessed that she did just enough to get by.
2 NO BIG PICTURE
Many employees say that they toil away day after day in their own cubicle, often unaware of how their tasks fit into the organisation’s bigger picture. Employees indicate that they would feel more motivated to do a good job if they could see how their daily work contributes to the organisation. They want to know that what they’re doing has a purpose and makes a difference.
3 NO SENSE OF BELONGING
We’ve all heard the expression, “people don’t care how much you know until they know how much you care.” Employees want to feel that they are part of a team that cares about them as people. Holiday parties, company picnics, birthday cards and other acts of caring go a long way in getting an employee’s co-operation. After all, most people will go out of their way to help someone they care about. But, they may not do the same for someone they perceive as distant and uncaring.
4 INCONSISTENT CONSEQUENCES
This is the Number One complaint from employees at companies large and small. As one person put it: “Some people are getting away with doing very little and nobody is doing anything about it!”
Or, to paraphrase this: “Why should I work so hard when everyone else is slacking off?”
Your staff will be more willing to do a good job when they feel that good performance is rewarded and bad performance is discouraged.
Article by Sarita Maybin
Good work!
SOMEONE once said: “Feedback is the breakfast of champions.”
There is no doubt that giving people feedback is absolutely vital to ensure a motivated team which will deliver results.
One of the top three factors that motivate people at work is feedback. The majority of people want to know how they are doing.
They want to know when they are doing well and when they could be doing better. There are a small minority of people who don’t want feedback at all, but let’s face it, you don’t want these people on your team anyway.
While it is a fact that many people don’t want to hear bad things about their job performance, much depends on how they respond to bad news. If it is taken in the right spirit, feedback can increase their motivation at work.
Like many people, I can be very sensitive to negative feedback. At the end of any seminar or workshop I conduct, I scan the feedback forms looking for any comment that would dare to suggest that I hadn’t done a good job.
It is easy for me to look at negative feedback on the forms and say: “You can’t please all the people all the time” or “Who cares” or “What do they know anyway?”
All the same, I try to keep an open mind and think about what is being said in the feedback. Should I do something about it if this person didn’t like what I said? Maybe there were others who felt the same way but didn’t make any comment.
I want to be the best that I can be, so it is important to listen to what my “customers” have to say.
We all feel differently about feedback because we are all different. Some people love it, others are okay with it and some others just hate it.
I’m sure that you have people on your team who always want to know “how they’re doing”. They come and speak to you and show you what they’re doing. “Is this okay, boss, am I doing this right?” They are constantly looking for reassurance that they are doing the right thing.
Then you have others on your team who never come and speak to you and get most uncomfortable whether you’re giving them the good news or the bad.
But let’s think for a moment about you. You might be the kind of person who’s comfortable with lots of feedback or maybe you would prefer it in much smaller doses.
The important point is — the way you feel about receiving feedback could affect the way you give it to your team.
Managers who are happy to receive feedback are usually happy to give it to their team members because they believe their entire team feels the same as they do.
And of course, if you look at it the other way round, managers who are less comfortable with feedback tend to believe that their team members feel the same way.
This is often the biggest danger because many managers don’t receive feedback from their manager and subconsciously feel: “Why should I give feedback to my guys when I don’t get it?”
Whether you receive feedback or not, whether you feel uncomfortable giving it or not, you still need to do it for your people. Just be aware that they are all different individuals and they might react in different ways.
Almost everyone wants feedback: how much is just a matter of degree.
Article by Alan Fairweather
There is no doubt that giving people feedback is absolutely vital to ensure a motivated team which will deliver results.
One of the top three factors that motivate people at work is feedback. The majority of people want to know how they are doing.
They want to know when they are doing well and when they could be doing better. There are a small minority of people who don’t want feedback at all, but let’s face it, you don’t want these people on your team anyway.
While it is a fact that many people don’t want to hear bad things about their job performance, much depends on how they respond to bad news. If it is taken in the right spirit, feedback can increase their motivation at work.
Like many people, I can be very sensitive to negative feedback. At the end of any seminar or workshop I conduct, I scan the feedback forms looking for any comment that would dare to suggest that I hadn’t done a good job.
It is easy for me to look at negative feedback on the forms and say: “You can’t please all the people all the time” or “Who cares” or “What do they know anyway?”
All the same, I try to keep an open mind and think about what is being said in the feedback. Should I do something about it if this person didn’t like what I said? Maybe there were others who felt the same way but didn’t make any comment.
I want to be the best that I can be, so it is important to listen to what my “customers” have to say.
We all feel differently about feedback because we are all different. Some people love it, others are okay with it and some others just hate it.
I’m sure that you have people on your team who always want to know “how they’re doing”. They come and speak to you and show you what they’re doing. “Is this okay, boss, am I doing this right?” They are constantly looking for reassurance that they are doing the right thing.
Then you have others on your team who never come and speak to you and get most uncomfortable whether you’re giving them the good news or the bad.
But let’s think for a moment about you. You might be the kind of person who’s comfortable with lots of feedback or maybe you would prefer it in much smaller doses.
The important point is — the way you feel about receiving feedback could affect the way you give it to your team.
Managers who are happy to receive feedback are usually happy to give it to their team members because they believe their entire team feels the same as they do.
And of course, if you look at it the other way round, managers who are less comfortable with feedback tend to believe that their team members feel the same way.
This is often the biggest danger because many managers don’t receive feedback from their manager and subconsciously feel: “Why should I give feedback to my guys when I don’t get it?”
Whether you receive feedback or not, whether you feel uncomfortable giving it or not, you still need to do it for your people. Just be aware that they are all different individuals and they might react in different ways.
Almost everyone wants feedback: how much is just a matter of degree.
Article by Alan Fairweather
Saturday, June 13, 2009
Achievement is a mental game
WHAT rating would you give yourself on personal productivity?
Do you have a systematic plan for improving your effectiveness in your daily work?
Super-achieving business people and athletes know what it takes to motivate themselves, maintain focus in the face of obstacles and drive forward to the completion of their vision and dreams.
They take charge of their work by being aware of their personal patterns of behaviour and adjusting and experimenting with new ways of doing things.
Imagine if you could quickly recover from fatigue, mental setbacks, surprise problems, overloaded task lists, lack of time and all else that can stand in your way of working near optimum levels.
Top achievers begin the process by carefully noting what is and what is not in their control.
They then only focus on those things over which they have control and let go of those things that are out of their control.
If you list all the things you must do in a day and all the roadblocks that might fall in your way, you will quickly realise that the only thing you have true control over is yourself.
START WITH YOURSELF
So to improve productivity and effectiveness, begin by focusing on yourself.
Focus on your attitude, your thoughts, how you feel, how you react to problems, how you prepare to succeed, how you review your performance and how you set and go after realising your goals.
Here are some tips for improving personal effectiveness:
1 REVIEW YOUR MAJOR VALUES AND LIFE GOALS DAILY
Use this as a springboard for heightening motivation and for building focus that can carry you through your day.
2 PLAN YOUR WORK AND THEN WORK YOUR PLAN
This is an old saying, but it contains simple wisdom. You have to know where you want to go before you get there. Be clear about what you want to accomplish the night before or in the morning and then execute your plan.
3 REMEMBER, “MILE BY MILE IT’S A TRIAL, BUT INCH BY INCH, IT’S A CINCH”
If you look at everything that you must do, it can seem overwhelming.
But if you break down each project into tasks and objectives and just focus on these bite-size portions, you will be amazed at how quickly the little things combine to complete major tasks.
Take care of the little things, and the big things will take care of themselves.
4 ASK YOURSELF, “A MONTH OR A YEAR FROM NOW, WILL THIS MATTER?”
If you get mired in trivia, get distracted by surprises or get sidetracked by things that “feel good to complete, but that are off-task”, then ask if what you are doing now will have any impact on your future goals. This will keep you focused on what is truly important.
5 SET DEADLINES AND MAKE TIMETABLES FOR EXECUTING EACH OBJECTIVE THAT TAKES YOU CLOSER TO YOUR GOAL
It is amazing how a future due date drives current behaviour. Keeping records of tasks completed gives you proof that you are making progress. Having a deadline creates some urgency to complete the task.
6 POST AND CONSULT YOUR PRIORITY LIST MANY TIMES EVERY DAY
This will keep you on track through those crazy, unpredictable days. It is so easy to lose sight of what is important and to begin putting out fires when you should remain focused.
7 REVIEW YOUR DAY AND ASK YOURSELF, “WHAT WERE THE TOP THREE THINGS I ACCOMPLISHED TODAY?”
This makes you accountable to yourself and helps you measure how well you stayed focused on your priorities. It will also help you set up the next day.
8 CLEAN UP THE TASKS AND PROJECTS THAT ANNOY AND FRUSTRATE YOU THE MOST
This might be office clutter, paper piles, a messy desktop on your computer, not being able to find things, or anything else that bothers you every time you look at it or think about it. Conquer it and free your energy.
9 CELEBRATE YOUR SUCCESSES
Many people go through their days and weeks barely congratulating themselves for their good deeds and accomplishments.
Don’t keep focusing on what you lack or on what you still have yet to complete. Give yourself credit for jobs well done and for wading through the many tasks you finish each day.
10 CONTINUALLY RESET NEW GOALS ONCE YOU REACH EACH GOAL
This is one of the true secrets of super achievers. They continually re-adjust strategically as each goal is met. They endlessly create new goals to fuel the fires of motivation and to take themselves closer to their potential.
Maintain your self-awareness, make adjustments and execute your plans like top business and sports performers, and you also can become a super achiever at personal effectiveness.
Do you have a systematic plan for improving your effectiveness in your daily work?
Super-achieving business people and athletes know what it takes to motivate themselves, maintain focus in the face of obstacles and drive forward to the completion of their vision and dreams.
They take charge of their work by being aware of their personal patterns of behaviour and adjusting and experimenting with new ways of doing things.
Imagine if you could quickly recover from fatigue, mental setbacks, surprise problems, overloaded task lists, lack of time and all else that can stand in your way of working near optimum levels.
Top achievers begin the process by carefully noting what is and what is not in their control.
They then only focus on those things over which they have control and let go of those things that are out of their control.
If you list all the things you must do in a day and all the roadblocks that might fall in your way, you will quickly realise that the only thing you have true control over is yourself.
START WITH YOURSELF
So to improve productivity and effectiveness, begin by focusing on yourself.
Focus on your attitude, your thoughts, how you feel, how you react to problems, how you prepare to succeed, how you review your performance and how you set and go after realising your goals.
Here are some tips for improving personal effectiveness:
1 REVIEW YOUR MAJOR VALUES AND LIFE GOALS DAILY
Use this as a springboard for heightening motivation and for building focus that can carry you through your day.
2 PLAN YOUR WORK AND THEN WORK YOUR PLAN
This is an old saying, but it contains simple wisdom. You have to know where you want to go before you get there. Be clear about what you want to accomplish the night before or in the morning and then execute your plan.
3 REMEMBER, “MILE BY MILE IT’S A TRIAL, BUT INCH BY INCH, IT’S A CINCH”
If you look at everything that you must do, it can seem overwhelming.
But if you break down each project into tasks and objectives and just focus on these bite-size portions, you will be amazed at how quickly the little things combine to complete major tasks.
Take care of the little things, and the big things will take care of themselves.
4 ASK YOURSELF, “A MONTH OR A YEAR FROM NOW, WILL THIS MATTER?”
If you get mired in trivia, get distracted by surprises or get sidetracked by things that “feel good to complete, but that are off-task”, then ask if what you are doing now will have any impact on your future goals. This will keep you focused on what is truly important.
5 SET DEADLINES AND MAKE TIMETABLES FOR EXECUTING EACH OBJECTIVE THAT TAKES YOU CLOSER TO YOUR GOAL
It is amazing how a future due date drives current behaviour. Keeping records of tasks completed gives you proof that you are making progress. Having a deadline creates some urgency to complete the task.
6 POST AND CONSULT YOUR PRIORITY LIST MANY TIMES EVERY DAY
This will keep you on track through those crazy, unpredictable days. It is so easy to lose sight of what is important and to begin putting out fires when you should remain focused.
7 REVIEW YOUR DAY AND ASK YOURSELF, “WHAT WERE THE TOP THREE THINGS I ACCOMPLISHED TODAY?”
This makes you accountable to yourself and helps you measure how well you stayed focused on your priorities. It will also help you set up the next day.
8 CLEAN UP THE TASKS AND PROJECTS THAT ANNOY AND FRUSTRATE YOU THE MOST
This might be office clutter, paper piles, a messy desktop on your computer, not being able to find things, or anything else that bothers you every time you look at it or think about it. Conquer it and free your energy.
9 CELEBRATE YOUR SUCCESSES
Many people go through their days and weeks barely congratulating themselves for their good deeds and accomplishments.
Don’t keep focusing on what you lack or on what you still have yet to complete. Give yourself credit for jobs well done and for wading through the many tasks you finish each day.
10 CONTINUALLY RESET NEW GOALS ONCE YOU REACH EACH GOAL
This is one of the true secrets of super achievers. They continually re-adjust strategically as each goal is met. They endlessly create new goals to fuel the fires of motivation and to take themselves closer to their potential.
Maintain your self-awareness, make adjustments and execute your plans like top business and sports performers, and you also can become a super achiever at personal effectiveness.
Dispelling career myths
AS a career coach, I am often amazed by the myths my clients hold to be true. I wonder whether these beliefs stem from naivety or pure ignorance. Perpetuating these myths as truths can be detrimental to your career journey or job success.
The key to avoid falling into the “career myth” trap is to talk to an authoritative or experienced professional in people management, career or human resource development. Make it a point to review your career with someone well-qualified and knowledgeable about career matters or vocational development on a periodic and regular basis.
Let me share some of these common myths and try to dispel them.
1 “A good university degree is a guarantee for getting a good job.”
Few job hunters realise it but many employers usually stipulate a university degree or a polytechnic diploma in their job advertisement purely to limit the number of applications they will receive.
Employers generally use degrees and diplomas as an indication of the candidates’ intelligence — an ability to think objectively, logically and critically. It is also a measure of the ability to comment, evaluate and make observations. This is then tested at the interview by appropriate questioning and discussion.
Often, employers are looking for the right expertise, experience, personality and competence. Understand what the selection process is all about before assuming that a degree or diploma is the sole consideration. More importantly, craft your resumé in a manner that will demonstrate your potential in the context of the job scope.
2 “This must be a good job as the pay is high.”
What constitutes a good job is debatable. Often, a job with an attractive remuneration is assumed to be a good job. This is sometimes far from the truth. Candidates need to check out what the job entails — maybe the high pay is to compensate for particularly high pressure or stress levels you will face. Or there are certain performance indicators you have to meet in a very short time on the job or you are out the door.
Before you call a job “good”, be clear in your own mind what will be a good job for you. Don’t look just at pay. Look at how you will you grow in the job and progress in your career. Explore the opportunities it will offer in years to come. Research has shown that more people leave their jobs because of bad bosses or nasty colleagues, rather than unhappiness with pay.
Some employers offer higher remuneration simply because of the challenge in the job or the “hardship” of long hours, disruption to your family or personal life or the need to deal with difficult or exacting customers or clients. Always understand why the employer is offering higher pay than the market median for the job.
3 “My dream job will be fantastic!”
Ask yourself if you are drawn to your “dream” job because it promises glamour or hype. Look carefully at what is really needed in that dream job. There are many jobs where employers are looking for the right experience, ability and personality; and it can still be a dream job. Therefore, spend time “researching” the employer’s needs before you apply for that job.
Dream jobs can often turn out to be a nightmare. For example, a client of mine admitted that he took on a job with a start-up company because it required travel in the region. He assumed travel would generally involve business class tickets and accommodation in five star hotels. It did not take him long to realise that most start-ups keep a tight lid on expenditure. Even his boss would choose the most inexpensive option.
My client has moved on, wiser for the experience. He realises that a dream job is one where you are a good fit with the environment and the job itself. As he now readily admits, that “dream” job will always remain elusive. Being flexible and open to adjusting to new situations are critical if you want to be happy in any job.
The reality
Many of these myths are started or perpetuated unwittingly by people who know little about people management and career development.
If you want to manage and develop your career to its fullest potential, you need to engage actively in career development activities, including reading books and articles about career management, finding a mentor, learning from a career coach and attending career-related workshops, lectures and talks.
Find out more about different jobs through career exploration. Never be stuck in the “IKIA Syndrome”, which affects those who think, “I Know It All”. There is always more to be learned from the experience of others — whether they are your peers or superiors in the workplace or professionals and career experts outside it.
The key to avoid falling into the “career myth” trap is to talk to an authoritative or experienced professional in people management, career or human resource development. Make it a point to review your career with someone well-qualified and knowledgeable about career matters or vocational development on a periodic and regular basis.
Let me share some of these common myths and try to dispel them.
1 “A good university degree is a guarantee for getting a good job.”
Few job hunters realise it but many employers usually stipulate a university degree or a polytechnic diploma in their job advertisement purely to limit the number of applications they will receive.
Employers generally use degrees and diplomas as an indication of the candidates’ intelligence — an ability to think objectively, logically and critically. It is also a measure of the ability to comment, evaluate and make observations. This is then tested at the interview by appropriate questioning and discussion.
Often, employers are looking for the right expertise, experience, personality and competence. Understand what the selection process is all about before assuming that a degree or diploma is the sole consideration. More importantly, craft your resumé in a manner that will demonstrate your potential in the context of the job scope.
2 “This must be a good job as the pay is high.”
What constitutes a good job is debatable. Often, a job with an attractive remuneration is assumed to be a good job. This is sometimes far from the truth. Candidates need to check out what the job entails — maybe the high pay is to compensate for particularly high pressure or stress levels you will face. Or there are certain performance indicators you have to meet in a very short time on the job or you are out the door.
Before you call a job “good”, be clear in your own mind what will be a good job for you. Don’t look just at pay. Look at how you will you grow in the job and progress in your career. Explore the opportunities it will offer in years to come. Research has shown that more people leave their jobs because of bad bosses or nasty colleagues, rather than unhappiness with pay.
Some employers offer higher remuneration simply because of the challenge in the job or the “hardship” of long hours, disruption to your family or personal life or the need to deal with difficult or exacting customers or clients. Always understand why the employer is offering higher pay than the market median for the job.
3 “My dream job will be fantastic!”
Ask yourself if you are drawn to your “dream” job because it promises glamour or hype. Look carefully at what is really needed in that dream job. There are many jobs where employers are looking for the right experience, ability and personality; and it can still be a dream job. Therefore, spend time “researching” the employer’s needs before you apply for that job.
Dream jobs can often turn out to be a nightmare. For example, a client of mine admitted that he took on a job with a start-up company because it required travel in the region. He assumed travel would generally involve business class tickets and accommodation in five star hotels. It did not take him long to realise that most start-ups keep a tight lid on expenditure. Even his boss would choose the most inexpensive option.
My client has moved on, wiser for the experience. He realises that a dream job is one where you are a good fit with the environment and the job itself. As he now readily admits, that “dream” job will always remain elusive. Being flexible and open to adjusting to new situations are critical if you want to be happy in any job.
The reality
Many of these myths are started or perpetuated unwittingly by people who know little about people management and career development.
If you want to manage and develop your career to its fullest potential, you need to engage actively in career development activities, including reading books and articles about career management, finding a mentor, learning from a career coach and attending career-related workshops, lectures and talks.
Find out more about different jobs through career exploration. Never be stuck in the “IKIA Syndrome”, which affects those who think, “I Know It All”. There is always more to be learned from the experience of others — whether they are your peers or superiors in the workplace or professionals and career experts outside it.
Don’t work alone
I recently watched a business programme that was reviewing the implementation of an automated cash register system in a food/retail shop.
It showed how under a new system, all the cash registers were touch screens which accurately recorded all the information pertaining to each sale and then directly put that information into the accounting software.
It also showed that the shop owner, from her home, could get reports on how productive each staff member was, what sales were per hour, what areas were moving quickly, and so on.
What a great tool for leverage for this business owner.
Working smarter
As a small business owner, I know that many of you start up your businesses and implement your own strategies for many areas including accounting and data recording.
You use a normal cash register, or a ledger book, or if you’re adept with a spreadsheet like I am, you can pretty much make up your own system for anything to do with recording.
The problems come when:
you want to go on holiday (no-one will ever understand your system like you do)
your company grows (a manual/spreadsheet based system is great when there are two to eight people to look after. Try looking after 50 to 500 like this and see what a tax on your time it is)
if like me, you sell your business, the time you need to train someone else to follow your system will be phenomenal.
I pride myself on embracing technology and using the power of its leverage — yet looking back, there were certain areas within my business where I didn’t implement the best technology for the job.
The sooner you implement new technology (after doing your research), the sooner you can overcome all those obstacles.
Work out how much time it is taking you to do a task per week, then multiply that by a year at what you should be earning per hour, then add onto that how much time it would take you to train someone else (to your standards), and work out in months where your break-even point is.
For example, say you do a job each fortnight that takes four hours, but would take you only one hour with the correct technology. That technology costs, say RM5,000.
Let’s say your worth at an hourly rate is RM50 per hour. Just looking at these simple figures, you can see that each fortnight, you’re wasting RM150 with your current system. In 33.3 fortnights — that is, just over a year — you’ll have paid off the new system.
Not only that, but your business will be more systemised and more saleable. This doesn’t even take into consideration the opportunity you now have with that extra time to create additional income for your business through innovation or implementation that you never had before.
The other great thing about a professional system is that it is usually pretty easy to use, meaning that you’ll probably get back an extra one hour of your time too.
Delegate
Technology is a great form of leverage. Another form is delegation. Whether you’re a salesperson, a manager, an employee or a business owner, you can use some form of leverage to increase your productivity and your businesses bottom line.
As a salesperson, is it time to look at hiring a personal assistant to do those tasks which make you no money but still need to be done (photocopying, photography, entering database details, key cutting, creating marketing material).
With technology, you can even use a virtual assistant, or simply a part-time assistant until you are ready to take the next step.
As a manager, what tasks will you just not let go of? I hear managers so often say: “It’ll take me more time to explain it than just to do it myself.”
Well, that’s probably true for the first time, or the second and third as well. But the great thing about most people is that they will pick up a skill eventually if they are trained properly.
There’s a great quote that says: “Don’t let perfect get in the way of good.” The person you delegate to may not perform a task as perfectly as you, but look at what else you could accomplish if you had the extra time.
As an employee, is everything you do systemised? Do you have a backup for each of your jobs so that when you’re away you don’t come back to a whole pile of work?
Don’t think you need to wait for your boss or manager to implement these structures; use some initiative and start the process yourself.
Moving to the next level
As a business owner, what technology are you holding off on getting that will take your business to the next level?
For me, this is one of the big mistakes I made in one area of my last business. I learnt an important lesson and I will try not to make the same mistake in the future.
Article by Kirsty Dunphey, retired a self-made multi-millionaire at age 27
It showed how under a new system, all the cash registers were touch screens which accurately recorded all the information pertaining to each sale and then directly put that information into the accounting software.
It also showed that the shop owner, from her home, could get reports on how productive each staff member was, what sales were per hour, what areas were moving quickly, and so on.
What a great tool for leverage for this business owner.
Working smarter
As a small business owner, I know that many of you start up your businesses and implement your own strategies for many areas including accounting and data recording.
You use a normal cash register, or a ledger book, or if you’re adept with a spreadsheet like I am, you can pretty much make up your own system for anything to do with recording.
The problems come when:
you want to go on holiday (no-one will ever understand your system like you do)
your company grows (a manual/spreadsheet based system is great when there are two to eight people to look after. Try looking after 50 to 500 like this and see what a tax on your time it is)
if like me, you sell your business, the time you need to train someone else to follow your system will be phenomenal.
I pride myself on embracing technology and using the power of its leverage — yet looking back, there were certain areas within my business where I didn’t implement the best technology for the job.
The sooner you implement new technology (after doing your research), the sooner you can overcome all those obstacles.
Work out how much time it is taking you to do a task per week, then multiply that by a year at what you should be earning per hour, then add onto that how much time it would take you to train someone else (to your standards), and work out in months where your break-even point is.
For example, say you do a job each fortnight that takes four hours, but would take you only one hour with the correct technology. That technology costs, say RM5,000.
Let’s say your worth at an hourly rate is RM50 per hour. Just looking at these simple figures, you can see that each fortnight, you’re wasting RM150 with your current system. In 33.3 fortnights — that is, just over a year — you’ll have paid off the new system.
Not only that, but your business will be more systemised and more saleable. This doesn’t even take into consideration the opportunity you now have with that extra time to create additional income for your business through innovation or implementation that you never had before.
The other great thing about a professional system is that it is usually pretty easy to use, meaning that you’ll probably get back an extra one hour of your time too.
Delegate
Technology is a great form of leverage. Another form is delegation. Whether you’re a salesperson, a manager, an employee or a business owner, you can use some form of leverage to increase your productivity and your businesses bottom line.
As a salesperson, is it time to look at hiring a personal assistant to do those tasks which make you no money but still need to be done (photocopying, photography, entering database details, key cutting, creating marketing material).
With technology, you can even use a virtual assistant, or simply a part-time assistant until you are ready to take the next step.
As a manager, what tasks will you just not let go of? I hear managers so often say: “It’ll take me more time to explain it than just to do it myself.”
Well, that’s probably true for the first time, or the second and third as well. But the great thing about most people is that they will pick up a skill eventually if they are trained properly.
There’s a great quote that says: “Don’t let perfect get in the way of good.” The person you delegate to may not perform a task as perfectly as you, but look at what else you could accomplish if you had the extra time.
As an employee, is everything you do systemised? Do you have a backup for each of your jobs so that when you’re away you don’t come back to a whole pile of work?
Don’t think you need to wait for your boss or manager to implement these structures; use some initiative and start the process yourself.
Moving to the next level
As a business owner, what technology are you holding off on getting that will take your business to the next level?
For me, this is one of the big mistakes I made in one area of my last business. I learnt an important lesson and I will try not to make the same mistake in the future.
Article by Kirsty Dunphey, retired a self-made multi-millionaire at age 27
Walk in their shoes
GLOBALISATION, the widespread use of modern and newer technologies, the advent of inexpensive travel, migration across borders in search of work and the changing business needs are making organisational pluralities a growing reality.
Diversification, better customer service, changing organisational structure and the increase in global trade and interconnectivity have all contributed to increasing diversity in the workplace.
If you want to manage your career successfully, you need to develop skills and an attitude that addresses all aspects of diversity.
Aptitude and attitude in understanding diversity is not simply about dealing with many cultures or multi-ethnicity. Diversity means an ability to understand and respond positively without bias or prejudice to issues as diverse as gender, mixed ethnicity, religious diversity, differing sexual orientation or habits and mannerisms traditionally “unacceptable” to people.
It also means accepting the physically challenged and economically disadvantaged as part of the workforce and working alongside them.
Organisations are increasingly realising the detrimental effect of prejudice, bias and discrimination: the waste of valuable human resources when employees face unfair and unjustified barriers to advancement, cooperation and progression.
Organisations are acknowledging that fostering full participation of all employees will enjoy the sharpest competitive edge in expanding the global marketplace.
As a result, this growing number of enlightened companies are embedding into their recruitment policies and appraisal systems, checks on a candidate’s and employee’s ability to function proactively in a diverse workplace culture.
DEVELOPING SKILLS
As part of their career development, individuals need to seriously explore how capable they are in coping with diversity and adapting to colleagues in a diverse workplace.
For a start, ensure you are connected to different networks of colleagues, friends and associates. When going out for lunch or a coffee break, avoid sticking to the same people. Look for individuals who may be diametrically opposite to you in terms of culture and beliefs.
Try to understand and empathise with their point of view and view issues from their perspective. It is part of the learning process in understanding diversity. Learn to wear their shoes, stand where they stand and see the world as they see it.
CHALLENGING TASK
Imagine you are a 32-year-old Chinese single male project executive with a Western education from a middle-class family and a limited understanding of Chinese culture talking to a 57-year-old married Indian who has grown up in an Indian culture with a colonial influence but who has studied Chinese culture and history.
Bring into the conversation a 47- year-old single European woman with a “women are superior” attitude. Throw in a third-country national as their boss, a middleaged man of Chinese-Japanese descent who has grown up in several South-East Asian countries. Imagine the no-holds barred discussion with sparks flying everywhere!
This was an actual role-play and observation exercise in a diversity and cultural management workshop conducted for senior supervisors and managerial staff of a large global organisation.
The participants had to discuss and analyse the work issues, conversation, relationship and body language. Many at the workshop felt challenged. Many of the participants had to discard stereotyping each other.
The entire group concluded at the end of the workshop that developing diversity management skills is indeed a challenging task. They also recognised that diversity management skills are integral to career success in a globalised world where talent is valued! It was an eye opener to many at the workshop as they learnt to be sensitive to others in a diverse setting.
MAKING IT WORK
Diversity management skills require a detailed study and appreciation of human behaviour and culture. They require emotional and cultural intelligence.
If you are thinking of an international or global career, it is imperative to take a course that encompasses international business, effective human relations and interpersonal skills in diverse organisations.
Even if you are not contemplating an international or global career but are working in an organisation that employs a multicultural staff, you will inevitably need at least a limited knowledge of dealing with people from diverse backgrounds.
Article by Dr Kamal Kant, a career management professional
Diversification, better customer service, changing organisational structure and the increase in global trade and interconnectivity have all contributed to increasing diversity in the workplace.
If you want to manage your career successfully, you need to develop skills and an attitude that addresses all aspects of diversity.
Aptitude and attitude in understanding diversity is not simply about dealing with many cultures or multi-ethnicity. Diversity means an ability to understand and respond positively without bias or prejudice to issues as diverse as gender, mixed ethnicity, religious diversity, differing sexual orientation or habits and mannerisms traditionally “unacceptable” to people.
It also means accepting the physically challenged and economically disadvantaged as part of the workforce and working alongside them.
Organisations are increasingly realising the detrimental effect of prejudice, bias and discrimination: the waste of valuable human resources when employees face unfair and unjustified barriers to advancement, cooperation and progression.
Organisations are acknowledging that fostering full participation of all employees will enjoy the sharpest competitive edge in expanding the global marketplace.
As a result, this growing number of enlightened companies are embedding into their recruitment policies and appraisal systems, checks on a candidate’s and employee’s ability to function proactively in a diverse workplace culture.
DEVELOPING SKILLS
As part of their career development, individuals need to seriously explore how capable they are in coping with diversity and adapting to colleagues in a diverse workplace.
For a start, ensure you are connected to different networks of colleagues, friends and associates. When going out for lunch or a coffee break, avoid sticking to the same people. Look for individuals who may be diametrically opposite to you in terms of culture and beliefs.
Try to understand and empathise with their point of view and view issues from their perspective. It is part of the learning process in understanding diversity. Learn to wear their shoes, stand where they stand and see the world as they see it.
CHALLENGING TASK
Imagine you are a 32-year-old Chinese single male project executive with a Western education from a middle-class family and a limited understanding of Chinese culture talking to a 57-year-old married Indian who has grown up in an Indian culture with a colonial influence but who has studied Chinese culture and history.
Bring into the conversation a 47- year-old single European woman with a “women are superior” attitude. Throw in a third-country national as their boss, a middleaged man of Chinese-Japanese descent who has grown up in several South-East Asian countries. Imagine the no-holds barred discussion with sparks flying everywhere!
This was an actual role-play and observation exercise in a diversity and cultural management workshop conducted for senior supervisors and managerial staff of a large global organisation.
The participants had to discuss and analyse the work issues, conversation, relationship and body language. Many at the workshop felt challenged. Many of the participants had to discard stereotyping each other.
The entire group concluded at the end of the workshop that developing diversity management skills is indeed a challenging task. They also recognised that diversity management skills are integral to career success in a globalised world where talent is valued! It was an eye opener to many at the workshop as they learnt to be sensitive to others in a diverse setting.
MAKING IT WORK
Diversity management skills require a detailed study and appreciation of human behaviour and culture. They require emotional and cultural intelligence.
If you are thinking of an international or global career, it is imperative to take a course that encompasses international business, effective human relations and interpersonal skills in diverse organisations.
Even if you are not contemplating an international or global career but are working in an organisation that employs a multicultural staff, you will inevitably need at least a limited knowledge of dealing with people from diverse backgrounds.
Article by Dr Kamal Kant, a career management professional
Who’s your anchor?
Have you noticed that in a closely-knit family, whether big or small, there is usually an anchor in the family? This is often the mother or mother figure who creates a home out of a house, and is a uniting force in the family unit.
In an extended family, which consists of three or more generations, the presence of such an anchor — the glue which binds various families together — is even more apparent. This person is often the matriarch (or, at times, the patriarch) whom family members generally respect and whom everyone invariably congregates around at a gathering.
The role of the anchor in the family is a pivotal one, and when the anchor is unable to continue fulfilling that role due to ill health or passing on, the void is keenly felt.
As is often the case, if that person is not replaced by someone else who steps into the role of “anchor”, the cohesion in the family unit starts to weaken.
WORKPLACE ROLE
In the working world, the leader of the company creates the vision, influences the culture and value system, sets the goals and direction for the business, and works with his managers and other staff to ensure that the business grows.
A company, like a family, needs to nurture an environment that holds its staff together. The anchoring of its staff may be done in an informal way when the team is small.
Staff members bond with each other and the boss — who takes on the role of anchor — through constant contact.
As the company expands over different floors or multiple locations, the leader — who provided the initial glue in the company — now becomes less accessible to his growing employee base.
If the company has foresight, it will encourage another person or persons with the right abilities and qualities to take on the anchoring role that the leader once filled, on an informal basis.
Identifying the anchor or anchors in the organisation is one of the keys in talent retention.
RELIABLE TRAITS
Anchors are people who are sincere, people-oriented and able to bring staff together. They normally have the trust of the boss and an intuitive sense of what the boss wants even when he is not around.
Often, these people have had a long history in the company — either as loyal employees or founding members. They are usually non-partisan figures, yet function as important “internal faces” of the organisation.
Anchors are generally positive motivators whom others like, respect and seek advice from when they have problems. They have the ability to make others feel that they are an integral and important part of the work community.
The people who play an anchoring role may be someone from human resource, finance or administration.
It could be the factory manager who keeps the morale on the monotonous factory floor humming through two shifts. In some cases, it may be the principal assistant to the CEO, who provides the much-needed interface between a busy boss and his staff.
The important thing is for the organisation and its leaders to recognise the anchors, treasure them and keep them.
SALIENT POINTS
As with the matriarch of the family, the anchor person usually creates anchoring points that help to retain the organisation’s talents and ensure a continued “esprit de corp” among its staff.
In an extended family, good food provided by the matriarch is a drawing point to gather the family together. So, in a large organisation, the same philosophy can materialise in the form of a staff canteen serving good subsidised “home style” food that draws people from different departments together.
In a smaller business, a wellstocked refrigerator, or at least a pantry with beverages can serve as an equally effective gathering point for staff to refresh themselves and “chill out”.
A recreational corner for those who wish to read the news and industry magazines, chat, or bond over a game of table soccer can also be an excellent anchoring point.
Organising entertainment, sports and games on a regular basis can create a sense of team spirit and cultural unity within the company, open up channels of communication at all levels of staff, and bring out strengths in employees which may not normally surface in the workplace.
Identifying anchors in your organisation may not appear to be very urgent. But if you neglect this aspect, the organisation may well see its talents slowly but surely drift away.
In an extended family, which consists of three or more generations, the presence of such an anchor — the glue which binds various families together — is even more apparent. This person is often the matriarch (or, at times, the patriarch) whom family members generally respect and whom everyone invariably congregates around at a gathering.
The role of the anchor in the family is a pivotal one, and when the anchor is unable to continue fulfilling that role due to ill health or passing on, the void is keenly felt.
As is often the case, if that person is not replaced by someone else who steps into the role of “anchor”, the cohesion in the family unit starts to weaken.
WORKPLACE ROLE
In the working world, the leader of the company creates the vision, influences the culture and value system, sets the goals and direction for the business, and works with his managers and other staff to ensure that the business grows.
A company, like a family, needs to nurture an environment that holds its staff together. The anchoring of its staff may be done in an informal way when the team is small.
Staff members bond with each other and the boss — who takes on the role of anchor — through constant contact.
As the company expands over different floors or multiple locations, the leader — who provided the initial glue in the company — now becomes less accessible to his growing employee base.
If the company has foresight, it will encourage another person or persons with the right abilities and qualities to take on the anchoring role that the leader once filled, on an informal basis.
Identifying the anchor or anchors in the organisation is one of the keys in talent retention.
RELIABLE TRAITS
Anchors are people who are sincere, people-oriented and able to bring staff together. They normally have the trust of the boss and an intuitive sense of what the boss wants even when he is not around.
Often, these people have had a long history in the company — either as loyal employees or founding members. They are usually non-partisan figures, yet function as important “internal faces” of the organisation.
Anchors are generally positive motivators whom others like, respect and seek advice from when they have problems. They have the ability to make others feel that they are an integral and important part of the work community.
The people who play an anchoring role may be someone from human resource, finance or administration.
It could be the factory manager who keeps the morale on the monotonous factory floor humming through two shifts. In some cases, it may be the principal assistant to the CEO, who provides the much-needed interface between a busy boss and his staff.
The important thing is for the organisation and its leaders to recognise the anchors, treasure them and keep them.
SALIENT POINTS
As with the matriarch of the family, the anchor person usually creates anchoring points that help to retain the organisation’s talents and ensure a continued “esprit de corp” among its staff.
In an extended family, good food provided by the matriarch is a drawing point to gather the family together. So, in a large organisation, the same philosophy can materialise in the form of a staff canteen serving good subsidised “home style” food that draws people from different departments together.
In a smaller business, a wellstocked refrigerator, or at least a pantry with beverages can serve as an equally effective gathering point for staff to refresh themselves and “chill out”.
A recreational corner for those who wish to read the news and industry magazines, chat, or bond over a game of table soccer can also be an excellent anchoring point.
Organising entertainment, sports and games on a regular basis can create a sense of team spirit and cultural unity within the company, open up channels of communication at all levels of staff, and bring out strengths in employees which may not normally surface in the workplace.
Identifying anchors in your organisation may not appear to be very urgent. But if you neglect this aspect, the organisation may well see its talents slowly but surely drift away.
Managing minds
Imagine working for several years at your job with a clear focus on becoming a leader in your organisation. You do all the hard work, you train and prepare and finally the big day comes: you receive a promotion, only to be quickly disappointed with your new position.
The frustration you experience is due to the fact that very few people are really prepared for this new expression of leadership.
One of the hardest transitions to make in the workplace is from a hands-on position where you do everything yourself, to a leadership position where you now must work through others to get anything done. You must use other peoples’ hands to get your job done. As their hands are an extension of their thinking, you must now work with their minds to be effective in your own work.
The art of inquiry is particularly important when you are required to work through others. There are two key reasons why:
Information screened
The people you are working through will unconsciously screen information before it gets to you. It is estimated that almost 50 per cent of that information is lost or distorted each time it passes through a person.
You don’t have to be a mathematician to figure out that if the information that defines how you view your business world is coming through two or three people, you will be at a severe disadvantage in having the most accurate and critical information at your fingertips.
What distorts the information that you, as a leader, receive? What can you do about it? Learn to ask more effective questions to make sure you get the information you need. The better the questions you ask, the clearer the information you will get.
Develop mindsets
You are not managing the actions of people anymore, but the mindsets of those doing the work. You should not be trying to govern each action; this is futile in a changing world.
You need to develop the mindsets of those you are working through with clear communication. This allows people the flexibility to choose from a variety of actions to deal with different situations. How they think about a problem or an issue is just as important as what they do about it.
Managing these two realities requires a major shift in a leader’s thinking. Samuel Culbert, in his book Mind-set Management, defines this as the very heart of leadership.
He writes: “Until you know how the other person is inclined to see events and think about them, management and advice-giving are nothing more than power plays and manipulative acts …
“You can tell people what you think is going on and what they need to do to operate effectively until you are blue in the face, but the only way to know what people are actually inclined to do, and that which they might be inclined to do differently based on your counsel, is to understand their mindsets before you interact with them.”
One of the most underrated benefits of asking pertinent questions is the ability it gives you to understand the thinking of the people you are working with.
Developing the art of inquiry gives you the capacity to understand the mindsets of those you are working with. In doing that, you understand their values, passions and objectives; in other words, what they do, why they do it and how they get it done.
What to ask your staff
What do you think about this situation?
What are the key things you need to talk with me about and when can you make decisions on your own for this project?
When are there key decision points for this project?
What are the values we are operating from to accomplish this?
What could go wrong and what would be some options for dealing with it?
What are your strengths?
Who else might you need to help you, who has different strength from yours?
Article by Matt Rawlins, PhD - a trainer and consultant with Green Bench Consulting.
The frustration you experience is due to the fact that very few people are really prepared for this new expression of leadership.
One of the hardest transitions to make in the workplace is from a hands-on position where you do everything yourself, to a leadership position where you now must work through others to get anything done. You must use other peoples’ hands to get your job done. As their hands are an extension of their thinking, you must now work with their minds to be effective in your own work.
The art of inquiry is particularly important when you are required to work through others. There are two key reasons why:
Information screened
The people you are working through will unconsciously screen information before it gets to you. It is estimated that almost 50 per cent of that information is lost or distorted each time it passes through a person.
You don’t have to be a mathematician to figure out that if the information that defines how you view your business world is coming through two or three people, you will be at a severe disadvantage in having the most accurate and critical information at your fingertips.
What distorts the information that you, as a leader, receive? What can you do about it? Learn to ask more effective questions to make sure you get the information you need. The better the questions you ask, the clearer the information you will get.
Develop mindsets
You are not managing the actions of people anymore, but the mindsets of those doing the work. You should not be trying to govern each action; this is futile in a changing world.
You need to develop the mindsets of those you are working through with clear communication. This allows people the flexibility to choose from a variety of actions to deal with different situations. How they think about a problem or an issue is just as important as what they do about it.
Managing these two realities requires a major shift in a leader’s thinking. Samuel Culbert, in his book Mind-set Management, defines this as the very heart of leadership.
He writes: “Until you know how the other person is inclined to see events and think about them, management and advice-giving are nothing more than power plays and manipulative acts …
“You can tell people what you think is going on and what they need to do to operate effectively until you are blue in the face, but the only way to know what people are actually inclined to do, and that which they might be inclined to do differently based on your counsel, is to understand their mindsets before you interact with them.”
One of the most underrated benefits of asking pertinent questions is the ability it gives you to understand the thinking of the people you are working with.
Developing the art of inquiry gives you the capacity to understand the mindsets of those you are working with. In doing that, you understand their values, passions and objectives; in other words, what they do, why they do it and how they get it done.
What to ask your staff
What do you think about this situation?
What are the key things you need to talk with me about and when can you make decisions on your own for this project?
When are there key decision points for this project?
What are the values we are operating from to accomplish this?
What could go wrong and what would be some options for dealing with it?
What are your strengths?
Who else might you need to help you, who has different strength from yours?
Article by Matt Rawlins, PhD - a trainer and consultant with Green Bench Consulting.
Dealing with team hostility
TEAMS have the potential to achieve great things. Most people have at some point in their career been part of a team that seemed to achieve great results no matter what obstacles arose. On the flip side there probably have been times when hostility got in the way of team success and was even destructive. Here are five tips for dealing with hostility in teams:
Tip 1: Don’t ignore it
Teams can often fall into the trap of ignoring hostility in the hope that it will evaporate or disappear. The reality is that it can often become a bigger issue. Think of a snowball that turns into an avalanche. Create the opportunity for the hostility to be brought out into the open and discuss it calmly and rationally.
Tip 2: Set agreements
Designing a set of agreements is an important part of developing a successful team. These agreements are not a set of rules imposed by the leader but a set of principles developed and owned by the team as a collective.
Tip 3: Reference points
Even if agreements are set, chances are that some people will revert back to old ways of behaving or working when the going gets tough. Use set agreements as reference points in these times of hostility and, if necessary, add new points to agreements.
Tip 4: Create a common language
Teams can develop a common language that they use to recognise and address hostility when it shows up. This could be something like a sign or a saying that everyone uses to flag the existence of hostility, to get the team from a place of hostility to a place of action.
Tip 5: Focus on the purpose
Teams are usually established to achieve a common purpose or address a specific challenge. They will generally be hugely committed to whatever it is they are trying to achieve. When hostility appears, the energy and focus will be on the hostility rather than the purpose. If you are the team leader, in times of hostility, take time to re-focus on what you are seeking to achieve. Hostility can obstruct teams from achieving results. Being able to recognise and successfully respond to it is an important part of successful team leadership.
Article by Duncan Brodie of Goals and Achievements (G&A)
Tip 1: Don’t ignore it
Teams can often fall into the trap of ignoring hostility in the hope that it will evaporate or disappear. The reality is that it can often become a bigger issue. Think of a snowball that turns into an avalanche. Create the opportunity for the hostility to be brought out into the open and discuss it calmly and rationally.
Tip 2: Set agreements
Designing a set of agreements is an important part of developing a successful team. These agreements are not a set of rules imposed by the leader but a set of principles developed and owned by the team as a collective.
Tip 3: Reference points
Even if agreements are set, chances are that some people will revert back to old ways of behaving or working when the going gets tough. Use set agreements as reference points in these times of hostility and, if necessary, add new points to agreements.
Tip 4: Create a common language
Teams can develop a common language that they use to recognise and address hostility when it shows up. This could be something like a sign or a saying that everyone uses to flag the existence of hostility, to get the team from a place of hostility to a place of action.
Tip 5: Focus on the purpose
Teams are usually established to achieve a common purpose or address a specific challenge. They will generally be hugely committed to whatever it is they are trying to achieve. When hostility appears, the energy and focus will be on the hostility rather than the purpose. If you are the team leader, in times of hostility, take time to re-focus on what you are seeking to achieve. Hostility can obstruct teams from achieving results. Being able to recognise and successfully respond to it is an important part of successful team leadership.
Article by Duncan Brodie of Goals and Achievements (G&A)
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