Stress is your body’s reaction to all the demands placed on it. By increasing the ability to listen to your body’s signals, you can begin to manage your stress more effectively.
Your body talks to you — constantly — but you usually ignore it. You wake up in the morning and you notice a sharp pain in your neck. But you continue with your daily routine. In the train, you reach up for the strap and the pain stabs at you.
You reach the office, check your e-mails, do your work and ignore the twinges in your neck when you pick up the phone.
At the end of the day when you can relax for a moment, you finally “hear” the voice of your body and go to the doctor, who says you need extensive treatment. If only had “listened” to your body earlier, you lament, you could have nipped the problem in the bud.
How can you listen to yourself better? Awareness is the key. You have physical, emotional and mental reactions to stress. While these three types of reactions often overlap, with awareness, you may be able to catch yourself at the onset of your stress and determine which of these three tends to be your initial habitual response.
Once you understand where your stress is manifesting in the body, you can better choose the most appropriate action to manage it.
Here are some early steps for stress relief once you become aware of your body’s signals:
Physical stress: Take care of your body
When the voice of your body is physical, you will first hear it through aches, pains and discomforts: headache, upset stomach, faster heartbeat, insomnia, anxiety, blood pressure rising and increased sweating.
Paying attention to your personal wellness will prevent the loud cry of pain when it is too late. Find the physical exercise that works best for you and start now.
Eat nutritiously, get enough sleep and rest, and use the conscious deep breathing technique to calm the body: close your eyes, and take a slow inhale expanding the belly. Count to four as you inhale through your nose, hold the breath for four counts, then exhale through the nose counting to four and again hold the breath for four more counts.
Repeat the process until calmness sets in. This yoga breathing exercise can create a profound sense of relaxation in the body.
Emotional stress: Speak
If you notice that you are angry, irritated, frustrated, sad, disappointed or fearful, you are probably reacting to emotional stress.
Speaking about your stress is a simple yet profound way to manage your emotional reactions. We often keep things bottled up, and this inner containment causes a chain reaction that produces pain, illness and more serious conditions. By talking to someone you trust — a friend, your spouse, a colleague — you will reduce your stress from 100 per cent to 90 to 80 to 70 per cent.
Then you can deal with the situation in a much more healthy way. So find your support people, and help others by listening to them as well.
When it is appropriate and you are “ready” to talk to the person causing you stress, speak with emotional intelligence. Describe the situation and how you feel without blaming the other party. This can be the start of a fruitful dialogue.
Mental stress: Think positive
So often, the voice of stress is a mental reaction which comes through your self-talk, your conditioned voice-in-the-head which is running at a non-stop pace throughout the day.
Self-talk is like your favourite radio station, always on, but you don’t hear it until you tune in to the channel. And when you tune in to this voice, you will be shocked to discover that it is mostly negative, filled with complaints, insecurities, grudges, resentments, frustrations and justifications, pulling you down and sabotaging your best efforts. Catch it and stop it.
As your self-talk is often repetitive and persistent, an excellent way to counteract it is by repetitive positive affirmations: “This will be a great day”, “I am confident and dynamic” or “I’ll take the challenge and stretch myself.”
You cannot eliminate stress from your life, but a well-managed stress management plan through increased body awareness can put you “in control” of the stress rather than letting it control you.
Once in control, you are in a better position to take action steps so the problem areas do not recur. In the process, you will find yourself more focused and relaxed.
Article by Bob Feldman, an international corporate trainer and executive coach
Sunday, January 24, 2010
Re-ignite your passion
There has been much talk about the ethical issue of whether it is right to sell human organs in exchange for financial remuneration. The key argument of those who are against organ trading is that a human being is not a commodity whose parts can be bought or sold.
But what about the majority of us who work as employees in organisations? Aren’t we also dispensing an exhaustible commodity — our time? Isn’t anyone who works for a wage also selling part of his life?
When you sign the contact and agree to work for an organisation, you actually agree to sell a period of your time to provide a service for a price.
During the agreed working hours, you no longer have the right to do the things you want to do, and are expected to perform the tasks given to you. In truth, you have sold part of your life to the organisation.
Although it is true that a man (or woman) has to make a living and needs to work and get paid, here is the real question: Is it possible to have a different attitude towards work? An attitude that doesn’t make you feel as though you have been bought for a price? What can you do so you don’t feel like you are selling your life away?
Let me give you another perspective. What if you do the things you love to do and would do for free, and still get paid for it? Would this not eliminate the need to “work for a living”?
Once you get into a career that you love, you will feel that you are living each day the way you have always wanted to — and are getting paid anyway.
The highest paid people in any industry usually love what they are doing — the actor who is paid millions to star in a movie loves being in front of the camera; a highly paid entertainer comes alive each time he is on stage; a successful lawyer thrives under pressure in the courtroom.
When you are in a job that enables you to play by your strengths, you are likely to shine in that position. The right job matters.
But what if you are already in a certain career and circumstances do not enable you to switch careers? All is not lost. You simply need to re-engineer your attitude. If you can raise your passion for the job you are in, you will start getting excited about it.
Making your job seem new again requires a few simple but important steps.
Be motivated
Motivated simply means “finding a reason”. If you can find a reason for your actions on any task you have to do, you will start getting excited about doing it.
The reasons could be anything from financial remuneration to having the ability to help someone, recognition, a sense of achievement or as the means to getting a job promotion.
As long as there is a reason, it will keep you motivated. This means you believe that doing a particular task could directly or indirectly lead you to your ultimate goal.
Build great relationships
Many people miss out on the chance to have great relationships with the good people around them. Most people are too task-oriented and end up hurting others trying to achieve their goals.
Building relationships makes the office environment a warm and wonderful place to be in.
Having a great working environment is like going into a social oasis each day.
In many cases, employees are not attracted to new job offers because they are happy with the social environment in their current workplace. They find it hard to leave their colleagues, who have become very good friends.
Seek new challenges
Although some people prefer a routine job and like to do things they are familiar with, you might just be the opposite and love new challenges.
If you find your work becoming routine, let your superior know that you would be more than happy to try out new tasks that give you added challenges in your work. Who knows, you and your boss might discover new talents hidden within you.
You know you are a motivated employee when you look forward to going to work each morning. Do yourself a favour by finding exciting reasons to be motivated at your workplace.
And remember, attitudes are contagious, so you may just make the whole environment a lot more motivated too.
Article by Christian Chua, a certified professional trainer, author and motivational speaker.
But what about the majority of us who work as employees in organisations? Aren’t we also dispensing an exhaustible commodity — our time? Isn’t anyone who works for a wage also selling part of his life?
When you sign the contact and agree to work for an organisation, you actually agree to sell a period of your time to provide a service for a price.
During the agreed working hours, you no longer have the right to do the things you want to do, and are expected to perform the tasks given to you. In truth, you have sold part of your life to the organisation.
Although it is true that a man (or woman) has to make a living and needs to work and get paid, here is the real question: Is it possible to have a different attitude towards work? An attitude that doesn’t make you feel as though you have been bought for a price? What can you do so you don’t feel like you are selling your life away?
Let me give you another perspective. What if you do the things you love to do and would do for free, and still get paid for it? Would this not eliminate the need to “work for a living”?
Once you get into a career that you love, you will feel that you are living each day the way you have always wanted to — and are getting paid anyway.
The highest paid people in any industry usually love what they are doing — the actor who is paid millions to star in a movie loves being in front of the camera; a highly paid entertainer comes alive each time he is on stage; a successful lawyer thrives under pressure in the courtroom.
When you are in a job that enables you to play by your strengths, you are likely to shine in that position. The right job matters.
But what if you are already in a certain career and circumstances do not enable you to switch careers? All is not lost. You simply need to re-engineer your attitude. If you can raise your passion for the job you are in, you will start getting excited about it.
Making your job seem new again requires a few simple but important steps.
Be motivated
Motivated simply means “finding a reason”. If you can find a reason for your actions on any task you have to do, you will start getting excited about doing it.
The reasons could be anything from financial remuneration to having the ability to help someone, recognition, a sense of achievement or as the means to getting a job promotion.
As long as there is a reason, it will keep you motivated. This means you believe that doing a particular task could directly or indirectly lead you to your ultimate goal.
Build great relationships
Many people miss out on the chance to have great relationships with the good people around them. Most people are too task-oriented and end up hurting others trying to achieve their goals.
Building relationships makes the office environment a warm and wonderful place to be in.
Having a great working environment is like going into a social oasis each day.
In many cases, employees are not attracted to new job offers because they are happy with the social environment in their current workplace. They find it hard to leave their colleagues, who have become very good friends.
Seek new challenges
Although some people prefer a routine job and like to do things they are familiar with, you might just be the opposite and love new challenges.
If you find your work becoming routine, let your superior know that you would be more than happy to try out new tasks that give you added challenges in your work. Who knows, you and your boss might discover new talents hidden within you.
You know you are a motivated employee when you look forward to going to work each morning. Do yourself a favour by finding exciting reasons to be motivated at your workplace.
And remember, attitudes are contagious, so you may just make the whole environment a lot more motivated too.
Article by Christian Chua, a certified professional trainer, author and motivational speaker.
Surviving hard times
Holocaust survivor Viktor Frankl studied prisoners in the Nazi death camps he found himself in during World War II.
He wanted to understand how people dealt with pain and suffering. He observed how some of the prisoners just gave up and died while others hung on and made it through incredibly difficult situations.
He theorised that one of the primary differences between those who survived and those who perished had to do with finding meaning in pain, suffering and life. Those who saw no meaning or purpose to life or pain and could see no good coming out of it, lost hope and quickly died.
There were others who persevered, who would not give up, who believed that good could come out of extremely painful situations. They were able to look beyond the “moment” of suffering and into the future. These people had a higher chance of surviving and moving on.
Very few of us will be confronted with the depth of painful choices those prisoners had to make, but we all face difficult situations of one kind or another.
An example of this is the current financial crisis, which has already affected so many lives. People have lost their money, jobs and homes.
How will you deal with it?
There is an anonymous quote that says: “Every time I find the meaning of life, they change it.”
This can be true only if you have never personally found the meaning of your own life.
The meaning of life in its beauty and wonder is rarely discovered in financial and career success alone. It is suffering and hardship that seem to teach us about the meaning of life with its truth and beauty.
I know many successful professionals who look back at the pain and suffering of different seasons of their lives and remember the lessons they learned in those times. The common response they give is: “I wouldn’t change any of it, because it made me who I am today.”
Here is how you can find meaning in the midst of a potentially painful time in your life:
Value yourself
Remember, your meaning and value as an individual is not linked to a job or a relationship. It is not linked to success or wealth. Your value is in the very nature of who you are as a human being. Nothing can take that away.
Room for growth
See it as the beginning of new opportunities for growth, greater self-awareness and a new season in your life. Remember, you are probably still better off than two-thirds of the world right now
Count your blessings
Here is a simple secret of happiness — learn how to be thankful for what you have. A thankful heart is like medicine to a suffering soul. It can heal you of bitterness and negativity.
Be people-centric
Reconnect with those you have been too busy to spend time with. Fulfilling, joyful relationships are a great source of personal happiness. Very often, we get so distracted by our busy schedules that it takes a crisis to remind us how important our loved ones are.
Slow down, go for a walk, laugh and let those key relationships “catch up” with you.
Article by Matt Rawlins PhD, the CEO of Green Bench Consulting in Singapore.
He wanted to understand how people dealt with pain and suffering. He observed how some of the prisoners just gave up and died while others hung on and made it through incredibly difficult situations.
He theorised that one of the primary differences between those who survived and those who perished had to do with finding meaning in pain, suffering and life. Those who saw no meaning or purpose to life or pain and could see no good coming out of it, lost hope and quickly died.
There were others who persevered, who would not give up, who believed that good could come out of extremely painful situations. They were able to look beyond the “moment” of suffering and into the future. These people had a higher chance of surviving and moving on.
Very few of us will be confronted with the depth of painful choices those prisoners had to make, but we all face difficult situations of one kind or another.
An example of this is the current financial crisis, which has already affected so many lives. People have lost their money, jobs and homes.
How will you deal with it?
There is an anonymous quote that says: “Every time I find the meaning of life, they change it.”
This can be true only if you have never personally found the meaning of your own life.
The meaning of life in its beauty and wonder is rarely discovered in financial and career success alone. It is suffering and hardship that seem to teach us about the meaning of life with its truth and beauty.
I know many successful professionals who look back at the pain and suffering of different seasons of their lives and remember the lessons they learned in those times. The common response they give is: “I wouldn’t change any of it, because it made me who I am today.”
Here is how you can find meaning in the midst of a potentially painful time in your life:
Value yourself
Remember, your meaning and value as an individual is not linked to a job or a relationship. It is not linked to success or wealth. Your value is in the very nature of who you are as a human being. Nothing can take that away.
Room for growth
See it as the beginning of new opportunities for growth, greater self-awareness and a new season in your life. Remember, you are probably still better off than two-thirds of the world right now
Count your blessings
Here is a simple secret of happiness — learn how to be thankful for what you have. A thankful heart is like medicine to a suffering soul. It can heal you of bitterness and negativity.
Be people-centric
Reconnect with those you have been too busy to spend time with. Fulfilling, joyful relationships are a great source of personal happiness. Very often, we get so distracted by our busy schedules that it takes a crisis to remind us how important our loved ones are.
Slow down, go for a walk, laugh and let those key relationships “catch up” with you.
Article by Matt Rawlins PhD, the CEO of Green Bench Consulting in Singapore.
Beware the seven deadly sins of Leaders
YOU may be an expert in your field and personally good at what you do, but if your intention is to grow the business then you have to be able to lead others effectively.
Without followers, you will be limited to doing only what you are capable of doing alone. Without committed followers, growth is not possible.
No matter how great the company or the job is, no one willingly follows someone for long who is guilty of the seven deadly sins of leadership:
1 EGOTISM
This is the “It’s all about me” attitude — your ideas, your way, what’s good for you. Is your head so big that no hat fits it properly? When things go wrong or a mistake is made, do you ask: “Why are you doing this to me?” People will walk away if their boss’s arrogance, self-serving interests and constant need to take credit for the good work of others kill their interest and enthusiasm.
2 INSENSITIVITY
You have a total indifference to the feelings of others and are clueless about how what you say or the decisions you make in the business affect others or impact their work or lives. You expect people to “get over it”, and when they start complaining or try to explain their concerns, you say: “Quit whining; if you don’t like it, leave!”
People will walk away if their boss’s failure to consider their feedback and lack of empathy kills the heart they used to put into their work
3 NO CREDIBILITY
No one believes you know what you are doing or that you are capable of telling them the whole story. When yet another promise is made that they know will be broken, eyes roll and people think: “Yeah, right.” People will walk away if their boss’s failure to inspire belief makes them wary of every decision and kills their willingness to “just trust me on this”.
4 MISTRUST
Do you look for hidden agendas or second-guess the motives and decisions of experienced people? Are you needlessly worrying about your back and micromanaging others until they finally tell you to get off theirs?
People will walk away if their boss’s failure to trust them kills their initiative and makes them into dispassionate robots — just filling time doing exactly what they are told to do.
5 INDECISION
You keep putting off a decision because of uncertainty about what to do. Put aside vacillation and procrastination and just decide something!
People will walk away if their boss’s inability to make a decision and stick to it causes confusion and frustration about what is next and kills any hope of progress.
6 NEGATIVITY
You are a constant naysayer. No matter what anybody says or does, it isn’t right. The glass is always half-empty and the sky is always falling, and when something doesn’t turn out, you say: “See, I told you it wouldn’t work!”
People will walk away if their boss’s negativity kills their desire and motivation to turn problems into opportunities.
7 PURPOSELESSNESS
You demonstrate a lack of focus and confuse activity with results. Your decision-making is aimless. You try too hard to be everything to every customer and don’t do any of it very well.
People will walk away if their boss’s lack of vision and clarity about the organisation’s purpose and goals has them confused and kills their willingness to follow.
People do not leave companies; they leave bosses who confuse titles for real leadership. Think about it...haven’t you left a good job for the same reason?
If you need great people to help your business grow and thrive, then it is a good idea to learn how to avoid committing these deadly sins.
Article by Marilyn Lustgarten, executive coach and president of The Star Makers Group.
Without followers, you will be limited to doing only what you are capable of doing alone. Without committed followers, growth is not possible.
No matter how great the company or the job is, no one willingly follows someone for long who is guilty of the seven deadly sins of leadership:
1 EGOTISM
This is the “It’s all about me” attitude — your ideas, your way, what’s good for you. Is your head so big that no hat fits it properly? When things go wrong or a mistake is made, do you ask: “Why are you doing this to me?” People will walk away if their boss’s arrogance, self-serving interests and constant need to take credit for the good work of others kill their interest and enthusiasm.
2 INSENSITIVITY
You have a total indifference to the feelings of others and are clueless about how what you say or the decisions you make in the business affect others or impact their work or lives. You expect people to “get over it”, and when they start complaining or try to explain their concerns, you say: “Quit whining; if you don’t like it, leave!”
People will walk away if their boss’s failure to consider their feedback and lack of empathy kills the heart they used to put into their work
3 NO CREDIBILITY
No one believes you know what you are doing or that you are capable of telling them the whole story. When yet another promise is made that they know will be broken, eyes roll and people think: “Yeah, right.” People will walk away if their boss’s failure to inspire belief makes them wary of every decision and kills their willingness to “just trust me on this”.
4 MISTRUST
Do you look for hidden agendas or second-guess the motives and decisions of experienced people? Are you needlessly worrying about your back and micromanaging others until they finally tell you to get off theirs?
People will walk away if their boss’s failure to trust them kills their initiative and makes them into dispassionate robots — just filling time doing exactly what they are told to do.
5 INDECISION
You keep putting off a decision because of uncertainty about what to do. Put aside vacillation and procrastination and just decide something!
People will walk away if their boss’s inability to make a decision and stick to it causes confusion and frustration about what is next and kills any hope of progress.
6 NEGATIVITY
You are a constant naysayer. No matter what anybody says or does, it isn’t right. The glass is always half-empty and the sky is always falling, and when something doesn’t turn out, you say: “See, I told you it wouldn’t work!”
People will walk away if their boss’s negativity kills their desire and motivation to turn problems into opportunities.
7 PURPOSELESSNESS
You demonstrate a lack of focus and confuse activity with results. Your decision-making is aimless. You try too hard to be everything to every customer and don’t do any of it very well.
People will walk away if their boss’s lack of vision and clarity about the organisation’s purpose and goals has them confused and kills their willingness to follow.
People do not leave companies; they leave bosses who confuse titles for real leadership. Think about it...haven’t you left a good job for the same reason?
If you need great people to help your business grow and thrive, then it is a good idea to learn how to avoid committing these deadly sins.
Article by Marilyn Lustgarten, executive coach and president of The Star Makers Group.
Class act_for trainers
YESTERDAY’S article discussed how a trainer plans an effective training programme and starts a class. Today, we look at the different training methods available.
When designing a training programme, consider the manner in which information is conveyed to the participants. The correct method will make participants more receptive and leave a lasting impression after the programme is completed.
Employ a variety of methods. It increases the attention span.
Three modalities you can use as a trainer are:
1. Auditory communication: lectures, discussion, facilitation, fireside chats
2. Kinesthetic demonstration: rehearsals, presentations, modelling, role play
3. Practice: letter writing, computer software programmes, safety regulations.
Any training course should include one or more of the above methods to convey information.
Lectures
Lectures are the most common method of training. The trainer talks about a topic and participants are expected to absorb the information they hear. It is passive since there is no or little involvement with the participants.
Another disadvantage is that the amount of knowledge a trainer has is not equivalent to his ability to present it well.
If you use the lecture format, use it for a subject the audience can identify with and get them involved to prevent the session from degenerating into a monologue.
Check your participants’ level of knowledge and ability to understand you and your accent. Structure your lecture in a logical fashion so that participants can understand and retain the information.
The golden rules of giving lectures are:
1. Tell the participants what you are going to talk about
2. Deliver your lecture
3. Summarise the main points of your lecture
Keep your lecture short — no longer than 45 minutes, which is the maximum attention span of most participants. Try to vary your style and pace. Lectures are ideal for big groups.
Use affirmative phrases like “Many of you will find this interesting”. Negative phrases such as “You may not understand this” will promote negativity among the participants. Use rhetorical questions, like “Don’t you wish you could plan your career better?” to reinforce the benefits of the training course to your audience.
Role play
Participants take positions in typical scenarios in the corporate environment (for example, manager and subordinate) and then act out the desired behaviours for each situation.
Make the scenario as realistic as possible. Position role play sessions towards the middle of the course when participants are more confident, having overcome any fears they harboured initially.
There are many advantages to role playing. Firstly, it is memorable and enjoyable. It mirrors how participants would react in real life, and therefore has direct relevance to them. The only difference is they can act it out in the workshop with little or no risk.
Be sure to explain the objectives clearly. Otherwise, participants may think that the better their acting, the more others laugh, the better they are. Role play is useful when covering topics like negotiation, counselling, conflict resolution, interviewing, performance appraisals and selling.
Case studies
A case study is a corporate story based on a real or imaginary situation. You ask participants to diagnose a particular problem and recommend ways of resolving the problem. Next, you ask them why they have taken a particular course of action and the implications it may have.
Case studies inject realism to the course and offset the theoretical part of the workshop. It allows participants to discuss the issue in a detached way — no real emotions are involved and there is little pressure. It also encourages communication between participants.
The downside is that it may be simplistic — in a real corporate environment, there is a lot of pressure to react quickly. Case studies are useful in negotiation, decision-making and problem-solving.
Discussion
Discussion is a free exchange of ideas and opinions. It is limited to one aspect of a particular topic. Before any discussion can take place, it requires participants to have some knowledge.
As the trainer, you must create the right environment — relaxed and uninhibited. Limit the number of participants so that there is ample eye contact, a key criterion to the success of a discussion.
Start by asking an opening question which encourages debate without putting participants on the defensive. When comments are ambiguous, ask participants for clarification. Your role is to be the moderator: Ensure points are relevant and that the discussion does not go off on a tangent.
By using these training tools, you can lead participants through a fruitful journey of learning and discovery, in which they obtain their learning objectives and you meet yours as an effective, empathetic trainer.
– Source: Straits Times/Asia News Network
Article by Michael Lum, a master trainer and licensed American Board of NLP coach.
When designing a training programme, consider the manner in which information is conveyed to the participants. The correct method will make participants more receptive and leave a lasting impression after the programme is completed.
Employ a variety of methods. It increases the attention span.
Three modalities you can use as a trainer are:
1. Auditory communication: lectures, discussion, facilitation, fireside chats
2. Kinesthetic demonstration: rehearsals, presentations, modelling, role play
3. Practice: letter writing, computer software programmes, safety regulations.
Any training course should include one or more of the above methods to convey information.
Lectures
Lectures are the most common method of training. The trainer talks about a topic and participants are expected to absorb the information they hear. It is passive since there is no or little involvement with the participants.
Another disadvantage is that the amount of knowledge a trainer has is not equivalent to his ability to present it well.
If you use the lecture format, use it for a subject the audience can identify with and get them involved to prevent the session from degenerating into a monologue.
Check your participants’ level of knowledge and ability to understand you and your accent. Structure your lecture in a logical fashion so that participants can understand and retain the information.
The golden rules of giving lectures are:
1. Tell the participants what you are going to talk about
2. Deliver your lecture
3. Summarise the main points of your lecture
Keep your lecture short — no longer than 45 minutes, which is the maximum attention span of most participants. Try to vary your style and pace. Lectures are ideal for big groups.
Use affirmative phrases like “Many of you will find this interesting”. Negative phrases such as “You may not understand this” will promote negativity among the participants. Use rhetorical questions, like “Don’t you wish you could plan your career better?” to reinforce the benefits of the training course to your audience.
Role play
Participants take positions in typical scenarios in the corporate environment (for example, manager and subordinate) and then act out the desired behaviours for each situation.
Make the scenario as realistic as possible. Position role play sessions towards the middle of the course when participants are more confident, having overcome any fears they harboured initially.
There are many advantages to role playing. Firstly, it is memorable and enjoyable. It mirrors how participants would react in real life, and therefore has direct relevance to them. The only difference is they can act it out in the workshop with little or no risk.
Be sure to explain the objectives clearly. Otherwise, participants may think that the better their acting, the more others laugh, the better they are. Role play is useful when covering topics like negotiation, counselling, conflict resolution, interviewing, performance appraisals and selling.
Case studies
A case study is a corporate story based on a real or imaginary situation. You ask participants to diagnose a particular problem and recommend ways of resolving the problem. Next, you ask them why they have taken a particular course of action and the implications it may have.
Case studies inject realism to the course and offset the theoretical part of the workshop. It allows participants to discuss the issue in a detached way — no real emotions are involved and there is little pressure. It also encourages communication between participants.
The downside is that it may be simplistic — in a real corporate environment, there is a lot of pressure to react quickly. Case studies are useful in negotiation, decision-making and problem-solving.
Discussion
Discussion is a free exchange of ideas and opinions. It is limited to one aspect of a particular topic. Before any discussion can take place, it requires participants to have some knowledge.
As the trainer, you must create the right environment — relaxed and uninhibited. Limit the number of participants so that there is ample eye contact, a key criterion to the success of a discussion.
Start by asking an opening question which encourages debate without putting participants on the defensive. When comments are ambiguous, ask participants for clarification. Your role is to be the moderator: Ensure points are relevant and that the discussion does not go off on a tangent.
By using these training tools, you can lead participants through a fruitful journey of learning and discovery, in which they obtain their learning objectives and you meet yours as an effective, empathetic trainer.
– Source: Straits Times/Asia News Network
Article by Michael Lum, a master trainer and licensed American Board of NLP coach.
Getting optimum results
HAVE you ever wondered how training gets initiated? It starts with a problem. Ask yourself: Is there a problem? If there is a problem, can training assist? If training can solve this problem, what should it achieve?
Not all problems can be solved by training, though. Poor performance by employees, for example, cannot be improved by just sending them for courses.
The organisation has to look at the cause of poor performance first. Is it because of poor working conditions, sub-standard materials, inefficient machinery, unrealistic demands or ineffective supervision?
If employees have insufficient knowledge, training can broaden and deepen their knowledge base. If they are uninspired, training may motivate them. If they have poor attitudes, training can change their approach.
If workers lack the required skills, training can upgrade them. Training is needed where skills or knowledge are below the standard required
LEARNING OBJECTIVES
As a trainer, your role is to ensure that your course participants fulfil the objectives of their training.
The first step in planning your training programme is to establish the learning objectives. Besides giving direction, these state what can be achieved when the training programme is successfully conducted.
Learning objectives also set standards, which enable a consistent quality of instruction for different groups of employees from different companies.
A learning objective must fulfil these criteria:
It sets a measure/standard of performance so that participants know what is required of them.
It must result in an action that can be independently observed. For example, on completing a two-day customer service workshop, the participants will be able to handle a walk-in customer’s enquiries on the company’s products.
It must set up the relevant conditions in which the required standards can be fulfilled, for example, the ability to pacify an angry customer within 20 minutes.
VARIOUS CATEGORIES
In planning the workshop, the trainer recognises that there are three categories of information:
Must know: Essential information, for example, legislation, safety rules, company policies;
Should know: Includes anything that relates to “must know” information, for example, information about other safety issues that is important but not legislative; and
Could know: Useful to know and is only incidental to the subject. It provides useful background to the workshop topic, for example, the history behind the topic.
As an empathetic, effective trainer, you must cover all the materials in the “must know” category. If time permits, you can drift into the “should know” zone.
Step into the “could know” territory only if a nugget of information livens up the discussion. Too much information can lead to an overload, and participants may emerge from the workshop dazed and more confused than they were before they attended it.
OTHER FACTORS
In planning the training programme, you have to consider the availability of audio-visual aids and other materials. These include a notebook, projector, TV, VCR, DVD player, flip chart, microphones (standing, cordless or lapel mikes), show-station and hi-fi system.
What is the budget available? You should design the courseware to meet the learning objectives effectively at a reasonable cost. In other words, get maximum results with minimum investment.
You also need to take stock of how much your participants know, and the nature of their working experiences. Then, you can build your training blocks upon the existing base of the participants’ knowledge.
The number of participants in the workshop will dictate the learning modality and speed. The larger the group, the slower will be the learning pace. In your proposal, state the maximum number of participants so that the workshop will be effectively facilitated.
Consider the time available to conduct the workshop. Do not be overly optimistic and try to achieve too many objectives within the given time.
Some bumps along the way may slow down the training pace and there are parts of the programme where participants’ productivity may be low. A professional trainer recognises that these roadblocks exist.
STATE BENEFITS
At the beginning of the course, tell participants what the workshop is about, and what will and will not be covered. List the direct and indirect benefits of the course — greater productivity, more job satisfaction, better skills, etc. The more benefits a participant sees, the more motivated he will be to learn.
Tell them about yourself, your background and experience but do not oversell. This will establish trust and give the participants confidence in you.
Make your workshop interesting and inject some fun into it. It is your duty to maintain a high energy level at all times.
Deal with your participants’ fears — some may have been ordered to attend by their bosses. Assure them they made the right decision by joining the workshop.
Article by Michael Lum, master trainer and licensed American Board of NLP coach
Not all problems can be solved by training, though. Poor performance by employees, for example, cannot be improved by just sending them for courses.
The organisation has to look at the cause of poor performance first. Is it because of poor working conditions, sub-standard materials, inefficient machinery, unrealistic demands or ineffective supervision?
If employees have insufficient knowledge, training can broaden and deepen their knowledge base. If they are uninspired, training may motivate them. If they have poor attitudes, training can change their approach.
If workers lack the required skills, training can upgrade them. Training is needed where skills or knowledge are below the standard required
LEARNING OBJECTIVES
As a trainer, your role is to ensure that your course participants fulfil the objectives of their training.
The first step in planning your training programme is to establish the learning objectives. Besides giving direction, these state what can be achieved when the training programme is successfully conducted.
Learning objectives also set standards, which enable a consistent quality of instruction for different groups of employees from different companies.
A learning objective must fulfil these criteria:
It sets a measure/standard of performance so that participants know what is required of them.
It must result in an action that can be independently observed. For example, on completing a two-day customer service workshop, the participants will be able to handle a walk-in customer’s enquiries on the company’s products.
It must set up the relevant conditions in which the required standards can be fulfilled, for example, the ability to pacify an angry customer within 20 minutes.
VARIOUS CATEGORIES
In planning the workshop, the trainer recognises that there are three categories of information:
Must know: Essential information, for example, legislation, safety rules, company policies;
Should know: Includes anything that relates to “must know” information, for example, information about other safety issues that is important but not legislative; and
Could know: Useful to know and is only incidental to the subject. It provides useful background to the workshop topic, for example, the history behind the topic.
As an empathetic, effective trainer, you must cover all the materials in the “must know” category. If time permits, you can drift into the “should know” zone.
Step into the “could know” territory only if a nugget of information livens up the discussion. Too much information can lead to an overload, and participants may emerge from the workshop dazed and more confused than they were before they attended it.
OTHER FACTORS
In planning the training programme, you have to consider the availability of audio-visual aids and other materials. These include a notebook, projector, TV, VCR, DVD player, flip chart, microphones (standing, cordless or lapel mikes), show-station and hi-fi system.
What is the budget available? You should design the courseware to meet the learning objectives effectively at a reasonable cost. In other words, get maximum results with minimum investment.
You also need to take stock of how much your participants know, and the nature of their working experiences. Then, you can build your training blocks upon the existing base of the participants’ knowledge.
The number of participants in the workshop will dictate the learning modality and speed. The larger the group, the slower will be the learning pace. In your proposal, state the maximum number of participants so that the workshop will be effectively facilitated.
Consider the time available to conduct the workshop. Do not be overly optimistic and try to achieve too many objectives within the given time.
Some bumps along the way may slow down the training pace and there are parts of the programme where participants’ productivity may be low. A professional trainer recognises that these roadblocks exist.
STATE BENEFITS
At the beginning of the course, tell participants what the workshop is about, and what will and will not be covered. List the direct and indirect benefits of the course — greater productivity, more job satisfaction, better skills, etc. The more benefits a participant sees, the more motivated he will be to learn.
Tell them about yourself, your background and experience but do not oversell. This will establish trust and give the participants confidence in you.
Make your workshop interesting and inject some fun into it. It is your duty to maintain a high energy level at all times.
Deal with your participants’ fears — some may have been ordered to attend by their bosses. Assure them they made the right decision by joining the workshop.
Article by Michael Lum, master trainer and licensed American Board of NLP coach
Invest in the best performers
Talent management is a key issue facing business leaders and human resource (HR) practitioners today.
In the current turbulent economy, it becomes a critical one, as employees and employers alike worry about what is going to happen to their jobs and the future of their organisations.
A question often asked now is: “How should leadership be different in times like these?”
As the saying goes, “When the going gets tough, the tough get going”. Hence, tough-minded leadership is required.
There are opportunities in every crisis and great leaders make bold moves. When other companies adopt the knee-jerk reaction of laying off workers, visionary leaders invest and train their people during the tough times to enable them to capture the market when the good times return.
Here are some of the people strategies that chief executive officers and senior HR management ought to embrace for long-term business success.
1 IDENTIFY AND RETAIN THE BEST TALENT
This statement may not raise eyebrows but it remains a vital aspect of the business process. The number one job of top business leaders is to identify, develop and retain the best people because this is what will ensure their companies’ success.
The number one job of top business leaders is to identify, develop and retain the best people because this is what will ensure their companies’ success. — AFPpic
In fact, this “people strategy” is even more imperative than strategies to capture the market.
Human capital management gives you a competitive edge over your rivals, and having the right people in your team is a step in the right direction.
2 SEE HR AS A STRATEGIC BUSINESS UNIT
Leaders of organisations must recognise the increasing importance of human resources (HR) as a strategic business unit in guiding the company to success.
The role of HR continues to evolve from that of an administrative/tactical function to a more transformational one.
3 BE A VALUE-DRIVEN ORGANISATION
Every organisation is driven by a set of shared values and convictions, which every member in the organisation embraces.
These core values determine the behaviour of the members within the company — that is, the culture of the organisation. It can mean the difference between the success and failure of the company.
As a leader, you should not only recognise this, but be instrumental in identifying the values your organisation stands for to ensure the “buy-in” of all employees.
4 LEADERSHIP IN DIFFICULT TIMES
Communication is key to strong leadership. It is important to tell your troops — your people who have been contributing to the success of your organisation — what is going to happen and what they should expect in the weeks and months ahead.
It is about assuring your people and managing their psychological states so that they remain positive. You cannot afford to let them lose confidence. For example, if a right-sizing exercise is necessary, make sure it is handled with the utmost care, and that outplaced workers have all the support they need.
5 LOOK LONG-TERM
The US sub-prime mortgage crisis left stock markets around the world in turmoil. Share prices plummeted even though the fundamentals of many companies continue to be strong.
Investors like Warren Buffett see opportunities to buy good stocks at a low price. Company leaders should take a cue from him and invest in good talent within the company and outside it.
In a downturn, top-notch personnel may be willing to lower their salary expectations for a position with a company that offers stability and a strong corporate mission.
With the right people in place, leaders can focus their efforts on working towards higher productivity, value creation and confidence-building for the longterm.
Article by Joshua Yim, founder and CEO of the Achieve group of specialist recruitment firms.
In the current turbulent economy, it becomes a critical one, as employees and employers alike worry about what is going to happen to their jobs and the future of their organisations.
A question often asked now is: “How should leadership be different in times like these?”
As the saying goes, “When the going gets tough, the tough get going”. Hence, tough-minded leadership is required.
There are opportunities in every crisis and great leaders make bold moves. When other companies adopt the knee-jerk reaction of laying off workers, visionary leaders invest and train their people during the tough times to enable them to capture the market when the good times return.
Here are some of the people strategies that chief executive officers and senior HR management ought to embrace for long-term business success.
1 IDENTIFY AND RETAIN THE BEST TALENT
This statement may not raise eyebrows but it remains a vital aspect of the business process. The number one job of top business leaders is to identify, develop and retain the best people because this is what will ensure their companies’ success.
The number one job of top business leaders is to identify, develop and retain the best people because this is what will ensure their companies’ success. — AFPpic
In fact, this “people strategy” is even more imperative than strategies to capture the market.
Human capital management gives you a competitive edge over your rivals, and having the right people in your team is a step in the right direction.
2 SEE HR AS A STRATEGIC BUSINESS UNIT
Leaders of organisations must recognise the increasing importance of human resources (HR) as a strategic business unit in guiding the company to success.
The role of HR continues to evolve from that of an administrative/tactical function to a more transformational one.
3 BE A VALUE-DRIVEN ORGANISATION
Every organisation is driven by a set of shared values and convictions, which every member in the organisation embraces.
These core values determine the behaviour of the members within the company — that is, the culture of the organisation. It can mean the difference between the success and failure of the company.
As a leader, you should not only recognise this, but be instrumental in identifying the values your organisation stands for to ensure the “buy-in” of all employees.
4 LEADERSHIP IN DIFFICULT TIMES
Communication is key to strong leadership. It is important to tell your troops — your people who have been contributing to the success of your organisation — what is going to happen and what they should expect in the weeks and months ahead.
It is about assuring your people and managing their psychological states so that they remain positive. You cannot afford to let them lose confidence. For example, if a right-sizing exercise is necessary, make sure it is handled with the utmost care, and that outplaced workers have all the support they need.
5 LOOK LONG-TERM
The US sub-prime mortgage crisis left stock markets around the world in turmoil. Share prices plummeted even though the fundamentals of many companies continue to be strong.
Investors like Warren Buffett see opportunities to buy good stocks at a low price. Company leaders should take a cue from him and invest in good talent within the company and outside it.
In a downturn, top-notch personnel may be willing to lower their salary expectations for a position with a company that offers stability and a strong corporate mission.
With the right people in place, leaders can focus their efforts on working towards higher productivity, value creation and confidence-building for the longterm.
Article by Joshua Yim, founder and CEO of the Achieve group of specialist recruitment firms.
Saturday, January 09, 2010
Motivate your people right
“I just can’t seem to motivate my employees” is a common complaint among corporate leaders.
My response to them is: “Stop trying. You’ll never be able to motivate them.”
Are these the words of a quitter?
Not at all. Following that piece of advice, I say: “They’re already motivated. Find out what motivates them, and use this knowledge to channel their energies in the direction you want them to go.”
Some people are like water in a tap. It is already motivated to flow, but it does not have the opportunity until you turn the tap on. Your people may be bursting with energy and waiting for you to provide them with the opportunity to use it constructively.
Others are like mountain streams, which flow swiftly but follow their own courses. If you want them to turn your wheel, you have to provide them with a channel.
Your organisation may be full of people who are moving energetically towards their own goals. Your challenge is to open up channels that will focus their energy on corporate goals.
Remember, people are motivated by their own goals and rationale. You have to provide them with reasons to do what you want them to do.
These reasons may involve either pain or gain. When the pain of remaining in the same way outweighs the discomfort of leaving the rut, or when the gain from making behavioural changes outweighs the comfort of remaining in a rut, a person will alter his behaviour
Pride is a powerful motivator. Everybody has something to be proud of. When you know what makes your employees proud, you can use that knowledge to channel their motivation in the right direction.
But remember: You can’t change people. You can only alter their behaviours. To change their behaviours, you must change their feelings and beliefs.
You may think that what they feel and believe in is preposterous. But to them, perception is reality. What they perceive is perfectly reasonable and rational. When you understand this notion and respect their perceptions, you will be in a better position to motivate them.
Good behaviours can be reinforced. Look for ways to reward employees for doing the things you want them to do.
Conversely, use disincentives to discourage unfavourable behaviours that are not aligned to the organisation’s goals.
By doing so, you will find yourself leading an organisation of motivated employees with energies focused on the things you want to accomplish.
Article by Nido Qubein, an international trainer, speaker and consultant.
My response to them is: “Stop trying. You’ll never be able to motivate them.”
Are these the words of a quitter?
Not at all. Following that piece of advice, I say: “They’re already motivated. Find out what motivates them, and use this knowledge to channel their energies in the direction you want them to go.”
Some people are like water in a tap. It is already motivated to flow, but it does not have the opportunity until you turn the tap on. Your people may be bursting with energy and waiting for you to provide them with the opportunity to use it constructively.
Others are like mountain streams, which flow swiftly but follow their own courses. If you want them to turn your wheel, you have to provide them with a channel.
Your organisation may be full of people who are moving energetically towards their own goals. Your challenge is to open up channels that will focus their energy on corporate goals.
Remember, people are motivated by their own goals and rationale. You have to provide them with reasons to do what you want them to do.
These reasons may involve either pain or gain. When the pain of remaining in the same way outweighs the discomfort of leaving the rut, or when the gain from making behavioural changes outweighs the comfort of remaining in a rut, a person will alter his behaviour
Pride is a powerful motivator. Everybody has something to be proud of. When you know what makes your employees proud, you can use that knowledge to channel their motivation in the right direction.
But remember: You can’t change people. You can only alter their behaviours. To change their behaviours, you must change their feelings and beliefs.
You may think that what they feel and believe in is preposterous. But to them, perception is reality. What they perceive is perfectly reasonable and rational. When you understand this notion and respect their perceptions, you will be in a better position to motivate them.
Good behaviours can be reinforced. Look for ways to reward employees for doing the things you want them to do.
Conversely, use disincentives to discourage unfavourable behaviours that are not aligned to the organisation’s goals.
By doing so, you will find yourself leading an organisation of motivated employees with energies focused on the things you want to accomplish.
Article by Nido Qubein, an international trainer, speaker and consultant.
10 tips for a better year
MAKE the most of the coming year by staying positive and productive. Here are 10 tips on how to make 2010 a fulfilling year.
1 Set realistic goals
Many people make new year resolutions but do not fulfil them. Make this year different. Write down your goals and be committed to achieving them. Ensure your goals are realistic. List your goals and stick it on your fridge where you can see them every day.
2 Focus on your health
This can be your greatest asset or your greatest liability. Make an appointment for a check-up with your doctor, implement an exercise programme if you don’t have one, take vitamins if you need to and resolve to kick unhealthy habits like smoking.
3 Invest in your development
I recently read that people who spend a thousand dollars or more on their personal development will increase their business by 20 per cent. Read books, attend workshops, find a new network, listen to tapes or CDs in your car, take up online courses or enrol at a university or learning centre. Keep your brain active.
4 Know your priorities
After you have set your goals, you can begin to focus on what is important to you — family, self-development, profitability, building your profile, health, gaining new clients or more relaxation time.
Prioritising will help you focus on how you spend your time.
5 Eliminate time robbers
Make a list of the things that rob you of your time. For example, are you watching too much TV, running unproductive errands, checking your e-mail too often or having long phone calls? Can you use long waiting times more effectively?
Focus on controlling your time and get rid of the things in your life that are not a high priority.
6 Surround yourself with VIPs
Find very inspiring people (VIP) whom you can learn from, bounce ideas with and spend time with. Minimise your time with the very draining people (VDP) in your life. You will feel more positive when you are surrounded by VIPs.
7 Make time for those you care for
Balancing work and home life is a challenge for most people. Be focused on those you love and do not forget to remind them how much they mean to you. Promise yourself you will not take anyone for granted this year. For instance, each day you can tell one person that he or she is special.
8 Plan your next holiday
Allocate a specific time in your calendar for your next holiday so you have something to look forward to.
9 Create an “attitude” to-do list
Instead of making “to-do” lists for work, consider creating an “attitude” to-do list you can use every day.
My list includes the following:
● Send a thank-you note,
● Sit in the sun for 15 minutes,
● Find something funny,
● Get some exercise, and
● Choose to be positive.
So, what will your list say?
10 Choose to be amazing
Make a commitment to yourself each morning that you will have an amazing day. This might include trying some of these tips like reading your “attitude” to-do list, focusing on your health, eliminating time robbers or finding more VIPs in your life. Remember life is not a dress rehearsal — you only get one performance, so give it your best.
Article by Neen James, a productivity expert, author, speaker, trainer and consultant.
1 Set realistic goals
Many people make new year resolutions but do not fulfil them. Make this year different. Write down your goals and be committed to achieving them. Ensure your goals are realistic. List your goals and stick it on your fridge where you can see them every day.
2 Focus on your health
This can be your greatest asset or your greatest liability. Make an appointment for a check-up with your doctor, implement an exercise programme if you don’t have one, take vitamins if you need to and resolve to kick unhealthy habits like smoking.
3 Invest in your development
I recently read that people who spend a thousand dollars or more on their personal development will increase their business by 20 per cent. Read books, attend workshops, find a new network, listen to tapes or CDs in your car, take up online courses or enrol at a university or learning centre. Keep your brain active.
4 Know your priorities
After you have set your goals, you can begin to focus on what is important to you — family, self-development, profitability, building your profile, health, gaining new clients or more relaxation time.
Prioritising will help you focus on how you spend your time.
5 Eliminate time robbers
Make a list of the things that rob you of your time. For example, are you watching too much TV, running unproductive errands, checking your e-mail too often or having long phone calls? Can you use long waiting times more effectively?
Focus on controlling your time and get rid of the things in your life that are not a high priority.
6 Surround yourself with VIPs
Find very inspiring people (VIP) whom you can learn from, bounce ideas with and spend time with. Minimise your time with the very draining people (VDP) in your life. You will feel more positive when you are surrounded by VIPs.
7 Make time for those you care for
Balancing work and home life is a challenge for most people. Be focused on those you love and do not forget to remind them how much they mean to you. Promise yourself you will not take anyone for granted this year. For instance, each day you can tell one person that he or she is special.
8 Plan your next holiday
Allocate a specific time in your calendar for your next holiday so you have something to look forward to.
9 Create an “attitude” to-do list
Instead of making “to-do” lists for work, consider creating an “attitude” to-do list you can use every day.
My list includes the following:
● Send a thank-you note,
● Sit in the sun for 15 minutes,
● Find something funny,
● Get some exercise, and
● Choose to be positive.
So, what will your list say?
10 Choose to be amazing
Make a commitment to yourself each morning that you will have an amazing day. This might include trying some of these tips like reading your “attitude” to-do list, focusing on your health, eliminating time robbers or finding more VIPs in your life. Remember life is not a dress rehearsal — you only get one performance, so give it your best.
Article by Neen James, a productivity expert, author, speaker, trainer and consultant.
A guiding hand
THE person who inspired and started me on the journey of becoming a professional coach was Fiona Harrold, bestselling author of Be Your Own Life Coach.
When I first read her book several years ago, I thought to myself, “Wow, what could be more fulfilling than to help others live a more worthwhile, meaningful, satisfying life?”
The first question many people would ask is: “Why do I need a coach?”
That is easy to answer. Let me put it this way — your coach is just your “conscience”.
It is your life, your goals and aspirations that you want to work towards. The job of your coach is to “coax, cajole, persuade and sometimes push you to be the best you can be”.
But some of you will protest: “My life is fine as it is. I’m happy with what I am, I don’t need a coach!”
If you were tempted to say that, pinch yourself now. Ask yourself: “Am I making the most of my life, of every moment?”
As Harrold says: “There doesn’t have to be anything wrong with you to want to run a check and make changes if you have to.”
Even Greek philosopher Plato — over 2,000 years ago — knew that an unexamined life is an unlived life.
Your coach can do wonders just by being your sounding board, to help you discover hidden passions, put form and structure into mere aspirations or simply be your cheerleader.
The sports coach was the ‘original’ coach, but one of the hottest professionals now is the executive or business coach.- AFPpic
A coach’s value
The most successful and wealthy people know the value of a coach. Even presidents and top corporate and political leaders work with coaches.
The sports coach was the “original” coach, but one of the hottest professionals now is the executive or business coach.
There are also life coaches and content coaches, who specialise in different fields, such as finance, property investment or building image.
I am an image coach, although I prefer to call myself an evangelist for success. I set out to inspire people to be more, do more and have more in life.
I believe in a head-to-toe transformation that starts with the mind and goes all the way to the feet that take those I coach where they want to go.
There are generally two schools of thought concerning the coach’s role:
Transference — where one person who has prior knowledge or experience imparts this wisdom to others with a goal to optimising their performance.
Discovery — where the coach’s role is to help others release untapped capability and potential, to help them achieve peak performance.
The first is more directive in nature while the second is more supportive and empathetic in style.
Discover your passion
Renowned British filmmaker John Boorman once said: “What is passion? It is surely the becoming of a person. Are we not, for most of our lives, marking time? Most of our being is at rest, unlived. In passion, the body and the spirit seek expression outside of self.”
The coach’s role is to help you unearth and discover your passion — what you would love to do even if you don’t get paid for it!
It has been said that “our passions are the winds that propel our vessel. Our reason is the pilot that steers her. Without winds, the vessel would not move, and without a pilot she would be lost”.
If you want to live a happy and fulfilled life, you must take the time to discover your passion and have a good pilot to guide you.
Unleash your potential
So what is stopping you from living the life of your dreams? The fear of failure? The fear of being laughed at by your friends and family? The fear that you are not good enough?
I have met many people who gave up on their dreams even before they got started because they judged themselves purely on their current state.
They forgot that everyone has the capacity to grow. As motivational guru Zig Ziglar says: “Go as far as you can see, and when you get there, you will always be able to see farther.”
It makes me feel sad to see so many people who are just existing — what I call “occupying space”.
If you look at the life of someone who is just existing, it is very much like watching a soap opera. You may not have watched it for some time, but when you tune in again after a few weeks or even months, much of the same stuff is still going on.
Find your purpose
What is your purpose? What is your dream?
If you do not know yet, it may be time to reflect on the matter. A coach can help you develop a clearer vision and a sharper focus to propel you towards the life you want.
Article contributed by Jessica See, a coach with the Institute of Business Coaches.
When I first read her book several years ago, I thought to myself, “Wow, what could be more fulfilling than to help others live a more worthwhile, meaningful, satisfying life?”
The first question many people would ask is: “Why do I need a coach?”
That is easy to answer. Let me put it this way — your coach is just your “conscience”.
It is your life, your goals and aspirations that you want to work towards. The job of your coach is to “coax, cajole, persuade and sometimes push you to be the best you can be”.
But some of you will protest: “My life is fine as it is. I’m happy with what I am, I don’t need a coach!”
If you were tempted to say that, pinch yourself now. Ask yourself: “Am I making the most of my life, of every moment?”
As Harrold says: “There doesn’t have to be anything wrong with you to want to run a check and make changes if you have to.”
Even Greek philosopher Plato — over 2,000 years ago — knew that an unexamined life is an unlived life.
Your coach can do wonders just by being your sounding board, to help you discover hidden passions, put form and structure into mere aspirations or simply be your cheerleader.
The sports coach was the ‘original’ coach, but one of the hottest professionals now is the executive or business coach.- AFPpic
A coach’s value
The most successful and wealthy people know the value of a coach. Even presidents and top corporate and political leaders work with coaches.
The sports coach was the “original” coach, but one of the hottest professionals now is the executive or business coach.
There are also life coaches and content coaches, who specialise in different fields, such as finance, property investment or building image.
I am an image coach, although I prefer to call myself an evangelist for success. I set out to inspire people to be more, do more and have more in life.
I believe in a head-to-toe transformation that starts with the mind and goes all the way to the feet that take those I coach where they want to go.
There are generally two schools of thought concerning the coach’s role:
Transference — where one person who has prior knowledge or experience imparts this wisdom to others with a goal to optimising their performance.
Discovery — where the coach’s role is to help others release untapped capability and potential, to help them achieve peak performance.
The first is more directive in nature while the second is more supportive and empathetic in style.
Discover your passion
Renowned British filmmaker John Boorman once said: “What is passion? It is surely the becoming of a person. Are we not, for most of our lives, marking time? Most of our being is at rest, unlived. In passion, the body and the spirit seek expression outside of self.”
The coach’s role is to help you unearth and discover your passion — what you would love to do even if you don’t get paid for it!
It has been said that “our passions are the winds that propel our vessel. Our reason is the pilot that steers her. Without winds, the vessel would not move, and without a pilot she would be lost”.
If you want to live a happy and fulfilled life, you must take the time to discover your passion and have a good pilot to guide you.
Unleash your potential
So what is stopping you from living the life of your dreams? The fear of failure? The fear of being laughed at by your friends and family? The fear that you are not good enough?
I have met many people who gave up on their dreams even before they got started because they judged themselves purely on their current state.
They forgot that everyone has the capacity to grow. As motivational guru Zig Ziglar says: “Go as far as you can see, and when you get there, you will always be able to see farther.”
It makes me feel sad to see so many people who are just existing — what I call “occupying space”.
If you look at the life of someone who is just existing, it is very much like watching a soap opera. You may not have watched it for some time, but when you tune in again after a few weeks or even months, much of the same stuff is still going on.
Find your purpose
What is your purpose? What is your dream?
If you do not know yet, it may be time to reflect on the matter. A coach can help you develop a clearer vision and a sharper focus to propel you towards the life you want.
Article contributed by Jessica See, a coach with the Institute of Business Coaches.
Fall in love with your job again
IN MANY ways, a new job is like a love affair:
1 EXCITEMENT
The first stage is excitement. It can last from an hour to many years. You think to yourself: “This job will pay me more money than I’ve ever earned before. The clients will be wonderful to deal with. I’m going to learn so much and do really exciting things.”
The novelty of the job keeps your energy high. You are happy because you are so productive, and you are more productive because you are so happy.
2 REALITY
Then the second stage, reality, sets in. You still enjoy the work you do, but you begin to notice some of the irritants and difficulties. It bothers you that all the phones are ringing when you walk in the door. Deadlines seem endless and impossible. It becomes harder to arrive early or stay late. The novelty starts to wear off.
3 DISILLUSIONMENT
And, like love, your job has a third stage too — disillusionment. The pendulum swings past reality, and you find yourself focusing on the negative things.
That’s when the “maybe’s” begin.
“Maybe I could make better money at Company X, and not have to work so hard. Maybe I’d be happier with more responsibility at Corporation Y. Maybe Company Z would let me come in a little later in the mornings or go home earlier at night.”
REKINDLE YOUR FIRST LOVE
In jobs, as in love, it is very important for the pendulum to swing back. You need to work to regain the exhilaration of the first stage. Such excitement is essential to a fulfilling life.
Think about what you did to keep the thrill in your love life.
Maybe the two of you relived your first date at that little country restaurant, or you thought to thank your loved one for being kind and generous.
Apply this same technique to your career. Rekindle the thrill you felt when you first began your job. You must have had good reasons for taking it.
What were they? Make a list of them and expect to experience those joys again in your daily routine.
Begin each day with a smile. Anticipate having a productive, stimulating day. Isn’t that how you used to come to work in the morning?
If you really expect to be productive, almost nothing can stop you.
Here are some practical staying-inlove techniques:
● Have a good breakfast to give you the energy and protein which you need first thing in the morning.
● Dress with as much pride and attention to detail as you did on your first day of work.
● Start each day with motivated people who talk about the good things in their lives. Once a week or so, take the initiative to get up a little earlier and have breakfast with some of these people.
● Get to work as early as you can and spend some quiet time settling in before everyone else arrives. If this is hard, offer yourself some small personal reward. (Mine is that first lingering cup of coffee, all alone, while opening my very exciting e-mail.)
● Do what I call the “icky” things first. Even the most fantastic job includes tasks that are not much fun. If you get them out of the way, the rest of the day will fly by.
● Make a list at the end of every day of what you learnt, what was the most fun, who was the most fun to interact with, and how you feel you added to your group’s success.
Also make a list of the “beyond the pay cheque” benefits. If you only work for the pay cheque, you will be employed, but not “employable” long term.
There are many realistic ways to keep your relationships and your job exciting and challenging.
Ultimately, your happiness depends on how good you feel about yourself at work, in love and just living every day.
Try doing something nice for your job and yourself. Fall in love all over again!
Article by Patricia Fripp, a San Francisco-based executive speech coach
1 EXCITEMENT
The first stage is excitement. It can last from an hour to many years. You think to yourself: “This job will pay me more money than I’ve ever earned before. The clients will be wonderful to deal with. I’m going to learn so much and do really exciting things.”
The novelty of the job keeps your energy high. You are happy because you are so productive, and you are more productive because you are so happy.
2 REALITY
Then the second stage, reality, sets in. You still enjoy the work you do, but you begin to notice some of the irritants and difficulties. It bothers you that all the phones are ringing when you walk in the door. Deadlines seem endless and impossible. It becomes harder to arrive early or stay late. The novelty starts to wear off.
3 DISILLUSIONMENT
And, like love, your job has a third stage too — disillusionment. The pendulum swings past reality, and you find yourself focusing on the negative things.
That’s when the “maybe’s” begin.
“Maybe I could make better money at Company X, and not have to work so hard. Maybe I’d be happier with more responsibility at Corporation Y. Maybe Company Z would let me come in a little later in the mornings or go home earlier at night.”
REKINDLE YOUR FIRST LOVE
In jobs, as in love, it is very important for the pendulum to swing back. You need to work to regain the exhilaration of the first stage. Such excitement is essential to a fulfilling life.
Think about what you did to keep the thrill in your love life.
Maybe the two of you relived your first date at that little country restaurant, or you thought to thank your loved one for being kind and generous.
Apply this same technique to your career. Rekindle the thrill you felt when you first began your job. You must have had good reasons for taking it.
What were they? Make a list of them and expect to experience those joys again in your daily routine.
Begin each day with a smile. Anticipate having a productive, stimulating day. Isn’t that how you used to come to work in the morning?
If you really expect to be productive, almost nothing can stop you.
Here are some practical staying-inlove techniques:
● Have a good breakfast to give you the energy and protein which you need first thing in the morning.
● Dress with as much pride and attention to detail as you did on your first day of work.
● Start each day with motivated people who talk about the good things in their lives. Once a week or so, take the initiative to get up a little earlier and have breakfast with some of these people.
● Get to work as early as you can and spend some quiet time settling in before everyone else arrives. If this is hard, offer yourself some small personal reward. (Mine is that first lingering cup of coffee, all alone, while opening my very exciting e-mail.)
● Do what I call the “icky” things first. Even the most fantastic job includes tasks that are not much fun. If you get them out of the way, the rest of the day will fly by.
● Make a list at the end of every day of what you learnt, what was the most fun, who was the most fun to interact with, and how you feel you added to your group’s success.
Also make a list of the “beyond the pay cheque” benefits. If you only work for the pay cheque, you will be employed, but not “employable” long term.
There are many realistic ways to keep your relationships and your job exciting and challenging.
Ultimately, your happiness depends on how good you feel about yourself at work, in love and just living every day.
Try doing something nice for your job and yourself. Fall in love all over again!
Article by Patricia Fripp, a San Francisco-based executive speech coach
There is life after retrenchment
WITH the current financial crisis, there are many reasons why companies are retrenching employees if they cannot be redeployed.
Companies are freezing wages and hiring. Some are re-locating to other countries with lower costs. Others may wind up their operations totally. What if you are caught in the crossfire and made redundant?
Here are some tips to cope better if you are laid off during this financial crisis.
1 Reframe your beliefs
First, accept the fact that your services are not required by your current employer. It is natural to feel shocked and angered by this, but sooner or later, you will have to move on.
You are afraid to step out of your comfort zone to experience new growth. You are not alone. Many people don’t bother to stretch themselves. They remain somewhat contented in this zone as they are complacent, safe and sound.
Your comfort zone is dictated by change. The harder you fight change and resist its force, the more difficult it is to break through and move forward.
Begin with embracing small changes incrementally and adapting to the new environment. Then you can move on. A tree grows a small bit at a time, adding layers to its foundation for greater strength and stability in the future. Be like the tree and grow daily.
Technology and ways of doing business are evolving every day. Sooner or later, you will be left behind if you do not act. Playing it safe is usually not an option. You must continue to learn or risk falling behind.
2 Work in a different industry
If your current industry is described as being in its sunset phase, it is probably not a wise choice to stay in it. You may want to consider a career in another industry. Although your salary package might be reduced, at least you are still engaged in the workforce. Alternatively, you can take on a part-time job. This will help to easy your current cashflow problems and give you more time to decide what you want your next job to be.
3 Upgrade your skills
Enrol for courses to upgrade your skills. It is never too late to improve. Business writing, communication, resumé writing and presentation courses boost your soft skills and directly impact your chances of finding a job. Next, decide which technical skills you need to work on to make yourself more employable.
4 Network
Don’t sit in front of the computer or stay at home for too long. Participate in a variety of networking events to broaden your knowledge and build up your circle of contacts. You will be able to find people with common interests. Networking also provides fresh information about new openings and other career opportunities.
5 Work on your resume
If you have worked at the same company for a long time, your resumé will be outdated. You may want advice from a professional resumé writer or attend courses on how to create an impressive resumé.
6 Update your image
It’s not enough to be smart: You have to look smart too. Read up on how to present a professional and well-groomed image to boost your job search. You can even invest in the services of an image consultant if you think you need a dramatic overhaul. When you feel good about yourself, you will appear confident and make a good impression on your interviewers.
Article by Dennis Kwan, a trainer, author and a Neuro- Linguistics Programming (NLP) master practitioner
Companies are freezing wages and hiring. Some are re-locating to other countries with lower costs. Others may wind up their operations totally. What if you are caught in the crossfire and made redundant?
Here are some tips to cope better if you are laid off during this financial crisis.
1 Reframe your beliefs
First, accept the fact that your services are not required by your current employer. It is natural to feel shocked and angered by this, but sooner or later, you will have to move on.
You are afraid to step out of your comfort zone to experience new growth. You are not alone. Many people don’t bother to stretch themselves. They remain somewhat contented in this zone as they are complacent, safe and sound.
Your comfort zone is dictated by change. The harder you fight change and resist its force, the more difficult it is to break through and move forward.
Begin with embracing small changes incrementally and adapting to the new environment. Then you can move on. A tree grows a small bit at a time, adding layers to its foundation for greater strength and stability in the future. Be like the tree and grow daily.
Technology and ways of doing business are evolving every day. Sooner or later, you will be left behind if you do not act. Playing it safe is usually not an option. You must continue to learn or risk falling behind.
2 Work in a different industry
If your current industry is described as being in its sunset phase, it is probably not a wise choice to stay in it. You may want to consider a career in another industry. Although your salary package might be reduced, at least you are still engaged in the workforce. Alternatively, you can take on a part-time job. This will help to easy your current cashflow problems and give you more time to decide what you want your next job to be.
3 Upgrade your skills
Enrol for courses to upgrade your skills. It is never too late to improve. Business writing, communication, resumé writing and presentation courses boost your soft skills and directly impact your chances of finding a job. Next, decide which technical skills you need to work on to make yourself more employable.
4 Network
Don’t sit in front of the computer or stay at home for too long. Participate in a variety of networking events to broaden your knowledge and build up your circle of contacts. You will be able to find people with common interests. Networking also provides fresh information about new openings and other career opportunities.
5 Work on your resume
If you have worked at the same company for a long time, your resumé will be outdated. You may want advice from a professional resumé writer or attend courses on how to create an impressive resumé.
6 Update your image
It’s not enough to be smart: You have to look smart too. Read up on how to present a professional and well-groomed image to boost your job search. You can even invest in the services of an image consultant if you think you need a dramatic overhaul. When you feel good about yourself, you will appear confident and make a good impression on your interviewers.
Article by Dennis Kwan, a trainer, author and a Neuro- Linguistics Programming (NLP) master practitioner
Returning to a previous employer
EVERY once in a while, you may do something you said you would not do: return to an ex-boyfriend/girlfriend, dive in the deep end of a swimming pool, or maybe eat frog legs.
But for some, doing something they said they would not do falls into the realm of returning to an employer after leaving many years ago.
If you have thought about returning to a former employer, it’s definitely not the end of the world. In fact, it could be the beginning of a new one. So if you are serious about boomeranging back to a former workplace, here are some tips to consider before doing so.
1 Remember the contributions you made
The thought of returning to a company that you once worked for can be exciting and intimidating at the same time. On one hand, you may be excited about the prospect of returning to an environment that was once very familiar to you. But on the other, you may be worried about what employees and managers thought about you leaving the company in the first place. You may also be thinking about how the environment you once knew so well may have changed since you left
A good way to feel more comfortable is by thinking of the contributions you made while there.
If you left the company on good terms, then it is likely that the company will be more than willing to welcome a knowledgeable and reliable employee back with open arms — even if you’re now in a different position.
They are likely to have more faith in your abilities than a stranger’s, which actually puts you in a better position than most others vying for the same position. So if you are a little nervous, remind yourself of these contributions to help build your confidence.
2 Sell your knowledge of the company’s culture
Another area of comfort when looking to return to a previous employer is knowledge of the company’s culture, mission, and what it values.
This is important as every company can be vastly different, and it takes time to get comfortable in a new one. Because you already understand how the company works, and what is expected of all employees, you have a better shot of beating your competition.
As for selling this point to the company, you can do it both in your cover letter and interview. If you are facing a recruiter who has entered the company since you left, selling your knowledge will be especially important.
Think about it; unless you were a dynamo, the recruiter will not likely be familiar with what you contributed. But you can explain that catching up will be like riding a bike. Essentially, all you will need to do is learn new skills and begin to apply them.
Returning to a former employer can definitely bring with it great rewards. If you decide to return, take it as a positive experience. By rekindling old friendships and building new ones, you can make the return a great experience for everyone involved.
Article by Heather Eagar, a former professional résumé writer
But for some, doing something they said they would not do falls into the realm of returning to an employer after leaving many years ago.
If you have thought about returning to a former employer, it’s definitely not the end of the world. In fact, it could be the beginning of a new one. So if you are serious about boomeranging back to a former workplace, here are some tips to consider before doing so.
1 Remember the contributions you made
The thought of returning to a company that you once worked for can be exciting and intimidating at the same time. On one hand, you may be excited about the prospect of returning to an environment that was once very familiar to you. But on the other, you may be worried about what employees and managers thought about you leaving the company in the first place. You may also be thinking about how the environment you once knew so well may have changed since you left
A good way to feel more comfortable is by thinking of the contributions you made while there.
If you left the company on good terms, then it is likely that the company will be more than willing to welcome a knowledgeable and reliable employee back with open arms — even if you’re now in a different position.
They are likely to have more faith in your abilities than a stranger’s, which actually puts you in a better position than most others vying for the same position. So if you are a little nervous, remind yourself of these contributions to help build your confidence.
2 Sell your knowledge of the company’s culture
Another area of comfort when looking to return to a previous employer is knowledge of the company’s culture, mission, and what it values.
This is important as every company can be vastly different, and it takes time to get comfortable in a new one. Because you already understand how the company works, and what is expected of all employees, you have a better shot of beating your competition.
As for selling this point to the company, you can do it both in your cover letter and interview. If you are facing a recruiter who has entered the company since you left, selling your knowledge will be especially important.
Think about it; unless you were a dynamo, the recruiter will not likely be familiar with what you contributed. But you can explain that catching up will be like riding a bike. Essentially, all you will need to do is learn new skills and begin to apply them.
Returning to a former employer can definitely bring with it great rewards. If you decide to return, take it as a positive experience. By rekindling old friendships and building new ones, you can make the return a great experience for everyone involved.
Article by Heather Eagar, a former professional résumé writer
A better way to think about business
WHILE rereading Robert Solomon’s A Better Way to Think About Business during the holiday, I was reminded how important it is to think about business in the right way.
Business is not a battlefield, a jungle or a well-oiled machine. Customers are not territory to be occupied and held at all costs. Jungles are uncivilised. Machines are not human. Yet we regularly use the language of warfare when we think about business strategy, evidenced by the number of books that link Sun Tzu’s thinking to business.
We also use the language of natural selection when discussing competitive sustainability and we often focus on process re-engineering using mechanical analogies, forgetting we are dealing with people and their emotions.
Metaphors and analogies matter, as does the type of language we use in everyday conversation. Inappropriate metaphors may lead to the wrong conclusions, and if we use brutal language and imagery, we give ourselves permission to think in brutal ways.
So we should not be surprised if we brutalise ourselves and lead others into thinking that businessmen are immoral and not to be trusted. If we think in terms of legalities and the language of contracts only, we forget the human aspect of business.
If we talk of human capital, we risk forgetting we are dealing with individuals with their own unique strengths and weaknesses who need to be managed accordingly.
Businesses are not at war
Even though competition is essential for business because it promotes innovation and gives customers greater choice, this does not mean that businesses are at war.
Success in business does not require the elimination of the competition, whereas success in war requires the destruction of the enemy as a fighting force.
In fact, warlike success only invites regulatory intervention to maintain customer choice. Moreover, capturing territory always harms its occupants, even if it is euphemistically called “collateral damage” – innocent people get hurt; people get killed.
What businessman in his right mind would wish any prospects or customers to be worse off as a result of his actions?
Successful businesses look after their customers – they offer products or services that meet their needs, and they look for ways of continuously improving their offer as well as the total customer experience.
They seek to improve the customer value proposition focusing on increasing customer loyalty. This is hardly the mindset of a conqueror seeking to maximise territory and power.
Business is not a jungle
Business is not a jungle where everyone fends for himself. It is above all a human enterprise requiring people to work together for the greater benefit of all concerned.
It is a social and civilised community, requiring clear rules of behavior and a sense of continuity amongst those within the company – achieved through shared values and a shared history of both success and failure, often captured in formalised documents such as codes of conduct.
How people behave towards one another is a critical ingredient in attaining sustainable competitive advantage, as is the tacit knowledge of “how we do things” that comes with long-term relationships and loyalty.
Teamwork is the opposite of “each man for himself” and in today’s world of increased specialisation, the ability to create and manage cross-functional teams is more important than ever in creating value.
This ability to combine generalist thinking with specialist expertise – at the heart of effective cross-functional teams – is the equivalent of different species in the jungle collaborating to achieve a common objective, which has yet to happen.
Business is not a machine
It is a pernicious legacy of Frederick Taylor and Henry Ford that people think of business as being some kind of impersonal well-oiled machine.
The failure to understand that business is not some unfeeling piece of machinery that can be optimised to achieve higher standards of efficiency is why Business Process Re-engineering (BPR) did not deliver the improvements in productivity it was supposed to.
James Champy and Michael Hammer, the two creators of BPR, totally misread the human dimension of business and people’s ability to sabotage well-meant performance-improvement programmes that did not answer the question: “What’s in it for me?”
People are people, not human capital
HR has progressed from discussing human resources – a language of exploitation – to human capital, which at least has the merit of recognising that companies must invest in their people.
But people are not human capital – an economist’s way of lumping everybody together into a factor of production that fails to differentiate between individuals.
Yet as every good line manager knows, making the most of people requires recognition of each individual’s unique abilities to contribute and then managing accordingly. As they consider the next decade, boards would do well to remember these four simple truths and ensure that management does so too.
The writer is CEO of Securities Industry Development Corp, the training and development arm of the Securities Commission.
Business is not a battlefield, a jungle or a well-oiled machine. Customers are not territory to be occupied and held at all costs. Jungles are uncivilised. Machines are not human. Yet we regularly use the language of warfare when we think about business strategy, evidenced by the number of books that link Sun Tzu’s thinking to business.
We also use the language of natural selection when discussing competitive sustainability and we often focus on process re-engineering using mechanical analogies, forgetting we are dealing with people and their emotions.
Metaphors and analogies matter, as does the type of language we use in everyday conversation. Inappropriate metaphors may lead to the wrong conclusions, and if we use brutal language and imagery, we give ourselves permission to think in brutal ways.
So we should not be surprised if we brutalise ourselves and lead others into thinking that businessmen are immoral and not to be trusted. If we think in terms of legalities and the language of contracts only, we forget the human aspect of business.
If we talk of human capital, we risk forgetting we are dealing with individuals with their own unique strengths and weaknesses who need to be managed accordingly.
Businesses are not at war
Even though competition is essential for business because it promotes innovation and gives customers greater choice, this does not mean that businesses are at war.
Success in business does not require the elimination of the competition, whereas success in war requires the destruction of the enemy as a fighting force.
In fact, warlike success only invites regulatory intervention to maintain customer choice. Moreover, capturing territory always harms its occupants, even if it is euphemistically called “collateral damage” – innocent people get hurt; people get killed.
What businessman in his right mind would wish any prospects or customers to be worse off as a result of his actions?
Successful businesses look after their customers – they offer products or services that meet their needs, and they look for ways of continuously improving their offer as well as the total customer experience.
They seek to improve the customer value proposition focusing on increasing customer loyalty. This is hardly the mindset of a conqueror seeking to maximise territory and power.
Business is not a jungle
Business is not a jungle where everyone fends for himself. It is above all a human enterprise requiring people to work together for the greater benefit of all concerned.
It is a social and civilised community, requiring clear rules of behavior and a sense of continuity amongst those within the company – achieved through shared values and a shared history of both success and failure, often captured in formalised documents such as codes of conduct.
How people behave towards one another is a critical ingredient in attaining sustainable competitive advantage, as is the tacit knowledge of “how we do things” that comes with long-term relationships and loyalty.
Teamwork is the opposite of “each man for himself” and in today’s world of increased specialisation, the ability to create and manage cross-functional teams is more important than ever in creating value.
This ability to combine generalist thinking with specialist expertise – at the heart of effective cross-functional teams – is the equivalent of different species in the jungle collaborating to achieve a common objective, which has yet to happen.
Business is not a machine
It is a pernicious legacy of Frederick Taylor and Henry Ford that people think of business as being some kind of impersonal well-oiled machine.
The failure to understand that business is not some unfeeling piece of machinery that can be optimised to achieve higher standards of efficiency is why Business Process Re-engineering (BPR) did not deliver the improvements in productivity it was supposed to.
James Champy and Michael Hammer, the two creators of BPR, totally misread the human dimension of business and people’s ability to sabotage well-meant performance-improvement programmes that did not answer the question: “What’s in it for me?”
People are people, not human capital
HR has progressed from discussing human resources – a language of exploitation – to human capital, which at least has the merit of recognising that companies must invest in their people.
But people are not human capital – an economist’s way of lumping everybody together into a factor of production that fails to differentiate between individuals.
Yet as every good line manager knows, making the most of people requires recognition of each individual’s unique abilities to contribute and then managing accordingly. As they consider the next decade, boards would do well to remember these four simple truths and ensure that management does so too.
The writer is CEO of Securities Industry Development Corp, the training and development arm of the Securities Commission.
Sunday, January 03, 2010
How long should you stay in a job?
How long should you stay in a job? The answer will depend a bit on your personality. But I think a job is interesting so long as you’re learning a lot and that seems to mean that you should stay in a job about three years. The first year you don’t know how to do the job and your are learning a lot, the second year you are getting the hang of it and by the third year you have become good at the job. But being good at the job typically means that you don’t have much more to learn from the job by continuing to do it. It’s time to move on.
When I say it’s time to move on I don’t mean that you need to move company, although that is certainly one option. If you move to work on a new product you’ll be learning stuff again. If you relocate to Japan you’ll be learning stuff again. If you move from application engineering to product marketing you’ll be learning again.
In particular, if you get promoted your job will change and you’ll be learning stuff again. This is especially acute the first time you are promoted into management. Typically you are the best engineer or salesperson or whatever on the team and so you get promoted. Now you have to learn about management, a subject that previously you may not have taken much interest in. It is an especially difficult transition since your comfort zone is not to do management at all, just do everyone’s jobs for them (after all, you were the best on the team so you are better than they are). It is a hard lesson to learn that as a manager your output is not what you do personally, it is the output of your group. It is not a positive that you did a lot of the work yourself, that means you are not doing a good job of nurturing the people in your group, not training them to be as good as you are.
People will often move on to another company anyway if they are bored since there might not be an appropriate position to move into, or a promotion to be had. This is especially true of new graduates who get fed up with some aspects of the company bureaucracy or culture and move to a new company to escape. However, the new company is typically the same (although different in details). It’s just the nature of companies that they don’t always do just what you think they ought to. The result of this phenomenon is that I think the best value people you can possibly hire are people who have already worked for at least one company and have 3-5 years experience. At that point they are enormously more productive than a brand new graduate, not about to leave because of company bureaucracy, and although they are paid more they are not paid a correct premium. The new graduates are probably overpaid and the 3-5 year people underpaid.
I know mostly about engineering and a good engineer is not 30% better than a poor one, they are ten times more productive. So 3-5 year guy is not 50% better than a new graduate, which may reflect the pay differential, they may be 5 times better.
www.edn.com
When I say it’s time to move on I don’t mean that you need to move company, although that is certainly one option. If you move to work on a new product you’ll be learning stuff again. If you relocate to Japan you’ll be learning stuff again. If you move from application engineering to product marketing you’ll be learning again.
In particular, if you get promoted your job will change and you’ll be learning stuff again. This is especially acute the first time you are promoted into management. Typically you are the best engineer or salesperson or whatever on the team and so you get promoted. Now you have to learn about management, a subject that previously you may not have taken much interest in. It is an especially difficult transition since your comfort zone is not to do management at all, just do everyone’s jobs for them (after all, you were the best on the team so you are better than they are). It is a hard lesson to learn that as a manager your output is not what you do personally, it is the output of your group. It is not a positive that you did a lot of the work yourself, that means you are not doing a good job of nurturing the people in your group, not training them to be as good as you are.
People will often move on to another company anyway if they are bored since there might not be an appropriate position to move into, or a promotion to be had. This is especially true of new graduates who get fed up with some aspects of the company bureaucracy or culture and move to a new company to escape. However, the new company is typically the same (although different in details). It’s just the nature of companies that they don’t always do just what you think they ought to. The result of this phenomenon is that I think the best value people you can possibly hire are people who have already worked for at least one company and have 3-5 years experience. At that point they are enormously more productive than a brand new graduate, not about to leave because of company bureaucracy, and although they are paid more they are not paid a correct premium. The new graduates are probably overpaid and the 3-5 year people underpaid.
I know mostly about engineering and a good engineer is not 30% better than a poor one, they are ten times more productive. So 3-5 year guy is not 50% better than a new graduate, which may reflect the pay differential, they may be 5 times better.
www.edn.com
Hall of Glory- Inspiring quotes and phrases for you!
“Success is getting what you want. Happiness is wanting what you get.” - Dale Carnegie
“The more tranquil a man becomes, the greater is his success, his influence, his power for good. Calmness of mind is one of the beautiful jewels of wisdom.” - James Allen
“Always do more than what you get paid for. Why? To make an investment in your future.” - Jim Rohn
“Life change with education-not inspiration.” -Jim Rohn
“Ability can take you to the top, but it takes character to keep you there.” - Zig Ziglar
“Following your dreams is not a guarantee to an easy life. It is a means to an interesting life.” - Andrew Matthews
“Success is 20% skills and 80% strategy. You might know how to read,but more importantly, what’s your plan to read?” - Jim Rohn
” When you go the extra mile, you are seldom delayed by a traffic jam.” - Zig Ziglar
“See that any time you feel pained or defeated, it is only because you insist on clinging to what doesn’t work. Dare to let go and you won’t lose a thing except for a punishing idea.” - Guy Finley
“People say that motivation doesn’t last. Well, neither does bathing. That’s why I recommend it daily.” - Zig Ziglar
” Not what he wished and prays for does a man get. but what he justly earns. His wishes and prayers are only gratified and answered when they harmonize with his thoughts and actions.” - James Allen
” Beware of who you become on pursuit of what you want?” - Jim Rohn
“How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we mange ourselves each day to be and to know what really matters most.” -Stephen Covey
” Never let your memories be greater than your dreams.” - Doug Ivester
” Without principles, goals will never have the power to produce quality-of-life results. A principle based goals is all three; the right thing, for the right reason, in the right way.” -Stephen Covey
“It is our attitude at the beginning of a difficult task which, more than anything else, will affect its successful outcome.” - William James
“Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, ‘What’s in it for me?’” — Brian Tracy
compiled by www.pdarchive.com
“The more tranquil a man becomes, the greater is his success, his influence, his power for good. Calmness of mind is one of the beautiful jewels of wisdom.” - James Allen
“Always do more than what you get paid for. Why? To make an investment in your future.” - Jim Rohn
“Life change with education-not inspiration.” -Jim Rohn
“Ability can take you to the top, but it takes character to keep you there.” - Zig Ziglar
“Following your dreams is not a guarantee to an easy life. It is a means to an interesting life.” - Andrew Matthews
“Success is 20% skills and 80% strategy. You might know how to read,but more importantly, what’s your plan to read?” - Jim Rohn
” When you go the extra mile, you are seldom delayed by a traffic jam.” - Zig Ziglar
“See that any time you feel pained or defeated, it is only because you insist on clinging to what doesn’t work. Dare to let go and you won’t lose a thing except for a punishing idea.” - Guy Finley
“People say that motivation doesn’t last. Well, neither does bathing. That’s why I recommend it daily.” - Zig Ziglar
” Not what he wished and prays for does a man get. but what he justly earns. His wishes and prayers are only gratified and answered when they harmonize with his thoughts and actions.” - James Allen
” Beware of who you become on pursuit of what you want?” - Jim Rohn
“How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we mange ourselves each day to be and to know what really matters most.” -Stephen Covey
” Never let your memories be greater than your dreams.” - Doug Ivester
” Without principles, goals will never have the power to produce quality-of-life results. A principle based goals is all three; the right thing, for the right reason, in the right way.” -Stephen Covey
“It is our attitude at the beginning of a difficult task which, more than anything else, will affect its successful outcome.” - William James
“Successful people are always looking for opportunities to help others. Unsuccessful people are always asking, ‘What’s in it for me?’” — Brian Tracy
compiled by www.pdarchive.com
Party with care
ALLIE’S bubbly personality gave her an edge as regional manager of men’s sportswear for a prestigious department store chain.
As her departments became top revenue producers for the nation, her paychecks grew — as did her popularity.
Soon, it was longer and longer lunches when she met with the buyers for seasonal purchases. Then after hours, there were plenty of clubs and cool places for young, working professionals to “chill” once they were off work.
With her fun-loving nature, Allie, the enthusiast, as she referred to herself, was always up for anything. But gradually, her “private life” after work was no longer private. She couldn’t hide her sluggish lack of energy after a long lunch or late night.
The repercussions of her social life — poor punctuality, bad time management, and dwindling productivity — began to capsize her career.
Her numbers started to dive, and suddenly, associates across the nation saw her very differently. When her stores dropped from the top tier to the bottom in a span of three months and remained there for the next six, Allie was fired.
Socialising with the boss, colleagues, and customers sometimes presents an inconsistency. What someone sees on the job doesn’t jive with what happens after work. Consider these tips to make sure a couple of hours on your social calendar at a trade show or holiday party don’t ruin a couple of decades of dedicated work:
# Make sure your humour is not hazardous to your health. You’re judged not only for the stories you tell but also for those you think funny.
# Drink like your work depended on it — only moderately. Socialising with the boss or co-workers is no time to have one too many. Bury your troubles in the backyard if you must.
# Lead with your ears, not your mouth. Don’t become a bore, and don’t monopolise the conversation.
# Leave the gall bladder surgery. People want to know you have a life and can discuss topics other than business. But certainly they expect you to select topics appropriate for a business social setting.
# Mind your manners. Don’t forget etiquette and don’t cross the boundaries into informality. Remember, you will be back on a professional footing when the socialising is done.
In short, your life after hours should not shock those you lead during work. And even if co-workers prefer the party animal as project leader, it may not perpetuate the image you want to leave with your own boss or client. People want to know that your behaviour off the job doesn’t negate the values you communicate on it.
Article by Dianna Booher, who is the founder of Booher Consultants, a leading communication training firm
As her departments became top revenue producers for the nation, her paychecks grew — as did her popularity.
Soon, it was longer and longer lunches when she met with the buyers for seasonal purchases. Then after hours, there were plenty of clubs and cool places for young, working professionals to “chill” once they were off work.
With her fun-loving nature, Allie, the enthusiast, as she referred to herself, was always up for anything. But gradually, her “private life” after work was no longer private. She couldn’t hide her sluggish lack of energy after a long lunch or late night.
The repercussions of her social life — poor punctuality, bad time management, and dwindling productivity — began to capsize her career.
Her numbers started to dive, and suddenly, associates across the nation saw her very differently. When her stores dropped from the top tier to the bottom in a span of three months and remained there for the next six, Allie was fired.
Socialising with the boss, colleagues, and customers sometimes presents an inconsistency. What someone sees on the job doesn’t jive with what happens after work. Consider these tips to make sure a couple of hours on your social calendar at a trade show or holiday party don’t ruin a couple of decades of dedicated work:
# Make sure your humour is not hazardous to your health. You’re judged not only for the stories you tell but also for those you think funny.
# Drink like your work depended on it — only moderately. Socialising with the boss or co-workers is no time to have one too many. Bury your troubles in the backyard if you must.
# Lead with your ears, not your mouth. Don’t become a bore, and don’t monopolise the conversation.
# Leave the gall bladder surgery. People want to know you have a life and can discuss topics other than business. But certainly they expect you to select topics appropriate for a business social setting.
# Mind your manners. Don’t forget etiquette and don’t cross the boundaries into informality. Remember, you will be back on a professional footing when the socialising is done.
In short, your life after hours should not shock those you lead during work. And even if co-workers prefer the party animal as project leader, it may not perpetuate the image you want to leave with your own boss or client. People want to know that your behaviour off the job doesn’t negate the values you communicate on it.
Article by Dianna Booher, who is the founder of Booher Consultants, a leading communication training firm
Hand it over
THE ability to delegate clearly is a sign of good management. Managers delegate work not to just relieve their workload, but to allow the employees they supervise to grow professionally.
Effective delegation involves a two-way discussion. Be clear about the delegated task, give employees an opportunity to ask questions, monitor progress and offer assistance as needed.
Effective delegation benefits both you and the person to whom you have assigned tasks.
Develop the skill
By delegating, you free yourself to focus on the core aspects of running your business, which includes strategic planning.
In the process, you develop your employees by giving them more responsibilities and make them more valuable. You spread accountability to encourage a stronger, more resilient team.
You also respond faster to changes in your business when you can rely on nimble employees to do what is necessary.
Good delegation saves you time, develops your people, grooms a successor and motivates everyone. Poor delegation causes you frustration, confuses your staff, and fails to achieve the task or purpose itself.
Delegation is perhaps the single most difficult skill for new managers to develop. Proper delegation offers the manager the opportunity to grow and develop individuals who can then be recognised as future leaders of the organisation.
Think of delegating as “internal outsourcing”. Its main purpose is better time management, so that you can concentrate on bigger tasks that need your attention. But what you should delegate is an important question.
Analyse the jobs you intend to delegate. Plan how you are going to present the assignments, including your requirements, parameters, authority level, checkpoints and expectations. Servant leaders use persuasion rather than rely on their positional authority to get things done.
Do not delegate what you yourself are not able to do. If you should not be doing an activity, then perhaps you should not be assigning it to others. Eliminate it instead.
What to delegate
1 Routine activities
Fact-finding assignments;
Preparation of rough drafts of reports;
Answering routine questions, problem analysis and suggested actions;
Collection of data for reports, filing, counting, sorting, routine reports; and
Making minor decisions.
2 Tasks that are not part of your core competency
For small businesses, these include accounting, website design, deliveries, hardware upkeep, software help, graphic design, travel arrangements, patenting, legal issues and even HR functions such as payroll.
What not to delegate
Performance reviews, disciplinary matters and firing staff.
An emergency or short-term task where there is little time to explain or train
Morale problems
A presentation to investors about your company’s financial performance and future plans
A job no one else in the company is qualified to do.
Doing it effectively
Entrepreneur and philanthropist Andrew Carnegie once said: “The secret of success is not in doing your own work but in recognising the right man to do it.” Here are some points to remember when assigning tasks:
1 Delegate the objective, not the procedure
Make sure the standards and the outcome are clear. What needs to be done, when it should be finished and to what degree of quality or detail? Outline the desired results, not the methodology. Ask people to provide progress reports. Set interim deadlines to see how things are going.
2 Delegate the task to the right person
Don’t always give tasks to the strongest, most experienced or first available person. Spread it around and give people new experiences as part of their training.
Obtain feedback from employees to ensure they feel they are being treated appropriately. A simple “How’s that new project going?” in between the formal meetings might be all that is needed to encourage your staff to keep you up to date. True listening builds strength in other people.
3 Delegate the authority along with the responsibility
Do not make people come back to you for your approval on minor issues. Trust them to do well and don’t look over their shoulders or check up on them along the way, unless they ask. Be prepared to trade short-term errors for long-term results.
When you finish giving instructions, ask, “How can I help you to do your job better?” They will tell you.
4 Give praise and feedback at the end of the project
Thank your staff for a job well done, and reward them with further responsibilities. They will feel valued and motivated to do even better.
The biggest barrier to delegating is overcoming the entrepreneur’s curse: Insisting on doing it all. That is a fatal error that prevents start-ups from growing into viable companies.
Here’s how to tell if you are digging yourself into a hole. When a friend asks: “How was work today?”, did you talk about how much work you did or did you focus on the work that you coached others to do?
Article by David Wee, chief executive officer of DW Associates/Asia Speakers Bureau(ASB).
Effective delegation involves a two-way discussion. Be clear about the delegated task, give employees an opportunity to ask questions, monitor progress and offer assistance as needed.
Effective delegation benefits both you and the person to whom you have assigned tasks.
Develop the skill
By delegating, you free yourself to focus on the core aspects of running your business, which includes strategic planning.
In the process, you develop your employees by giving them more responsibilities and make them more valuable. You spread accountability to encourage a stronger, more resilient team.
You also respond faster to changes in your business when you can rely on nimble employees to do what is necessary.
Good delegation saves you time, develops your people, grooms a successor and motivates everyone. Poor delegation causes you frustration, confuses your staff, and fails to achieve the task or purpose itself.
Delegation is perhaps the single most difficult skill for new managers to develop. Proper delegation offers the manager the opportunity to grow and develop individuals who can then be recognised as future leaders of the organisation.
Think of delegating as “internal outsourcing”. Its main purpose is better time management, so that you can concentrate on bigger tasks that need your attention. But what you should delegate is an important question.
Analyse the jobs you intend to delegate. Plan how you are going to present the assignments, including your requirements, parameters, authority level, checkpoints and expectations. Servant leaders use persuasion rather than rely on their positional authority to get things done.
Do not delegate what you yourself are not able to do. If you should not be doing an activity, then perhaps you should not be assigning it to others. Eliminate it instead.
What to delegate
1 Routine activities
Fact-finding assignments;
Preparation of rough drafts of reports;
Answering routine questions, problem analysis and suggested actions;
Collection of data for reports, filing, counting, sorting, routine reports; and
Making minor decisions.
2 Tasks that are not part of your core competency
For small businesses, these include accounting, website design, deliveries, hardware upkeep, software help, graphic design, travel arrangements, patenting, legal issues and even HR functions such as payroll.
What not to delegate
Performance reviews, disciplinary matters and firing staff.
An emergency or short-term task where there is little time to explain or train
Morale problems
A presentation to investors about your company’s financial performance and future plans
A job no one else in the company is qualified to do.
Doing it effectively
Entrepreneur and philanthropist Andrew Carnegie once said: “The secret of success is not in doing your own work but in recognising the right man to do it.” Here are some points to remember when assigning tasks:
1 Delegate the objective, not the procedure
Make sure the standards and the outcome are clear. What needs to be done, when it should be finished and to what degree of quality or detail? Outline the desired results, not the methodology. Ask people to provide progress reports. Set interim deadlines to see how things are going.
2 Delegate the task to the right person
Don’t always give tasks to the strongest, most experienced or first available person. Spread it around and give people new experiences as part of their training.
Obtain feedback from employees to ensure they feel they are being treated appropriately. A simple “How’s that new project going?” in between the formal meetings might be all that is needed to encourage your staff to keep you up to date. True listening builds strength in other people.
3 Delegate the authority along with the responsibility
Do not make people come back to you for your approval on minor issues. Trust them to do well and don’t look over their shoulders or check up on them along the way, unless they ask. Be prepared to trade short-term errors for long-term results.
When you finish giving instructions, ask, “How can I help you to do your job better?” They will tell you.
4 Give praise and feedback at the end of the project
Thank your staff for a job well done, and reward them with further responsibilities. They will feel valued and motivated to do even better.
The biggest barrier to delegating is overcoming the entrepreneur’s curse: Insisting on doing it all. That is a fatal error that prevents start-ups from growing into viable companies.
Here’s how to tell if you are digging yourself into a hole. When a friend asks: “How was work today?”, did you talk about how much work you did or did you focus on the work that you coached others to do?
Article by David Wee, chief executive officer of DW Associates/Asia Speakers Bureau(ASB).
7 New Year resolutions that will change your organisation
IN the spirit of new beginnings and change that typically blows past us every once a year, I’ve decided to propose a list of seven resolutions that organisations should adopt.
1. Take the selection process more seriously
For goodness sake, stop hiring staff that will create more problems than they solve. We’re killing our organisations by rushing to fill vacancies with staff who are either incompetent or unsuitable for the demands of the organisation.
Managers need to work closely with the human resources department (HRD) to ensure that the recruitment process is rigorous. We need a well-balanced process that will both recognise unfulfilled potential and talent while being honest and clear about the capabilities of our organisation to tap and realise this potential.
Too many interviews are conducted with rose-tinted glasses by bosses who are so desperate to fill immediate vacancies that they are willing to overlook even the most glaring flaws and gaps.
The HRD needs to be more aggressive in identifying and hunting down top talent proactively rather than reactively when a vacancy arises.
All good organisations have already lined up five or six potential replacements for every key position in the organisation, at any one time. This way, they don’t need to scamper for crumbs, and settle for mediocrity.
2. Develop an on-site development programme for your staff team
Most experts in talent management will tell you that less than 20% of “true development” can be attributed to offsite training programmes, which will include most of the seminars, conferences, workshops and team-building camps we usually send our staff to in order to use up our training budgets.
About 80% of real staff development happens on-site, meaning at the workplace itself.
For example, you want your staff to develop project management skills, then start giving them projects to manage. You want them to learn negotiation skills, then take them along the next time your are negotiating a deal with your partners.
You want your staff to improve customer service, then spend one hour every week observing how they deal with customers, and spend 30 minutes giving them in depth, detailed feedback about what they’re doing wrong and how they can do better.
The workplace is the ultimate training setting. It may take a lot of our time, but it is still cheaper and more cost effective than the dozen of off-site training programmes we spend our money on anyway.
The basic process is very simple:
Step 1: Assign a project/task.
Step 2: Observe.
Step 3: Provide feedback and facilitate a process of reflection so that they learn from the experience.
3. Be honest with your staff evaluations
Do you want your staff to start growing up and take responsibility for their work and their potential? Then stop treating them like children.
Tell them the honest truth about what they’re doing right and what they’re doing wrong. Tell them what you admire about their performance and what you’re concerned about. Let them defend themselves, let them disagree. That’s fine, they’re entitled to their own opinion, as long as they know you are entitled as their boss to share your honest and frank observations.
Place the entire conversation in the context of their own career development, so that it’s clear that this is not about your personal agenda, but about their own future success.
When employers and employees can have mature and open conversations about work performance, then things look promising for the organisation.
4. Identify the ambitions of your staff
Do you want to motivate your staff? Then find out what they really, really want in their careers. Everyone is ambitious. They may have different ambitions, but everyone in the workplace has ideas about where they want to be in the future.
It’s important as their boss that you know exactly what it is they want. Spend 30 minutes with each of your staff and get them to share this with you.
And after listening to them, tell them that your role is to help them achieve this ambition. Give them your commitment to doing whatever is within your power to help them make this a reality.
Now, of course, you will need to remind them that the climb is tough. No pain, no gain.
To succeed, they will need to be stretched, they will need to take on new tasks and new roles, beyond their normal work scope, and you will need to be honest and sometimes critical in your evaluations of them; but all of these will help them make it to where they want to be.
5. Start an employee-assistance programme
Make no mistake about it, stress affects your bottomline. Organisations are losing some of their top talents to stress-induced burnout.
I was just talking to a senior partner of a top law firm in Kuala Lumpur who had just lost three of his partners due to work-related stress; two had bypasses and one quit because the work was affecting his family adversely.
As a result, top organisations are realising that it’s a lot cheaper to pay RM4,800 (RM200 x 24 sessions) to send a senior staff to see a psychologist or counsellor, than to lose this staff and have to find a replacement.
Employee-assistance programmes (EAPs) are becoming popular among many international and local firms, as they realise that mental health is just as important as physical health.
6. Encourage people to disagree with you
If you want your organisation to be sharp in its decision making, then once and for all kill off the culture of “yes men”. Stop surrounding yourself with people who just agree with you.
Surround yourself with the smartest, sharpest thinkers, who know what they’re talking about, and who are not scared to disagree with you. These are people who are loyal to the organisation, not the boss, and will not hesitate to tell you the truth as they see it.
A strong leader does not feel threatened by dissenting opinions.
7. Bring psychology graduates into your team
I can’t resist finishing with a short pitch for my graduates. For the last 12 years, I’ve been in the business of training psychology graduates, and preparing them to add value to any organisation they join.
Unbeknownst to most people, about 45% of our psychology graduates actually end up in the corporate sector, many of them joining HR and marketing departments; training companies; head-hunting, advertising and public relations firms; and other people-related positions.
At last count, I have over 2,000 psychology graduates in the business sector all over Malaysia. From time to time, I meet up with some of them and have been very pleased at how they have applied their knowledge of psychology to helping their organisations grow and develop, particularly in the areas of talent and people management.
Some of them have, in the last 10 years, risen high up in some of the largest multinational and government-linked companies in the region, a testimony to their quality and skills.
Market leaders like GE, Shell, Petronas, HSBC, Sime Darby, Leo Burnett, Accenture, Hewitt Consulting and many others have been hiring psychology graduates for years and with great success.
So what unique qualities does a psychology graduate add to your organisation? Let me list the main two:
No one understands people better than a psychology graduate. That’s what psychology is – the science of understanding how people think, feel and behave in all settings. This knowledge can be used to powerful effect in general as well as HR management.
No one does research better than a psychology graduate. This is one of their core competencies. Be it designing a survey or a naturalistic observation, or a controlled experiment, a psychology graduate will figure out a way to answer almost any question on human nature that you can conceive of.
·Dr Goh Chee Leong is vice-president of HELP University College and a psychologist.
1. Take the selection process more seriously
For goodness sake, stop hiring staff that will create more problems than they solve. We’re killing our organisations by rushing to fill vacancies with staff who are either incompetent or unsuitable for the demands of the organisation.
Managers need to work closely with the human resources department (HRD) to ensure that the recruitment process is rigorous. We need a well-balanced process that will both recognise unfulfilled potential and talent while being honest and clear about the capabilities of our organisation to tap and realise this potential.
Too many interviews are conducted with rose-tinted glasses by bosses who are so desperate to fill immediate vacancies that they are willing to overlook even the most glaring flaws and gaps.
The HRD needs to be more aggressive in identifying and hunting down top talent proactively rather than reactively when a vacancy arises.
All good organisations have already lined up five or six potential replacements for every key position in the organisation, at any one time. This way, they don’t need to scamper for crumbs, and settle for mediocrity.
2. Develop an on-site development programme for your staff team
Most experts in talent management will tell you that less than 20% of “true development” can be attributed to offsite training programmes, which will include most of the seminars, conferences, workshops and team-building camps we usually send our staff to in order to use up our training budgets.
About 80% of real staff development happens on-site, meaning at the workplace itself.
For example, you want your staff to develop project management skills, then start giving them projects to manage. You want them to learn negotiation skills, then take them along the next time your are negotiating a deal with your partners.
You want your staff to improve customer service, then spend one hour every week observing how they deal with customers, and spend 30 minutes giving them in depth, detailed feedback about what they’re doing wrong and how they can do better.
The workplace is the ultimate training setting. It may take a lot of our time, but it is still cheaper and more cost effective than the dozen of off-site training programmes we spend our money on anyway.
The basic process is very simple:
Step 1: Assign a project/task.
Step 2: Observe.
Step 3: Provide feedback and facilitate a process of reflection so that they learn from the experience.
3. Be honest with your staff evaluations
Do you want your staff to start growing up and take responsibility for their work and their potential? Then stop treating them like children.
Tell them the honest truth about what they’re doing right and what they’re doing wrong. Tell them what you admire about their performance and what you’re concerned about. Let them defend themselves, let them disagree. That’s fine, they’re entitled to their own opinion, as long as they know you are entitled as their boss to share your honest and frank observations.
Place the entire conversation in the context of their own career development, so that it’s clear that this is not about your personal agenda, but about their own future success.
When employers and employees can have mature and open conversations about work performance, then things look promising for the organisation.
4. Identify the ambitions of your staff
Do you want to motivate your staff? Then find out what they really, really want in their careers. Everyone is ambitious. They may have different ambitions, but everyone in the workplace has ideas about where they want to be in the future.
It’s important as their boss that you know exactly what it is they want. Spend 30 minutes with each of your staff and get them to share this with you.
And after listening to them, tell them that your role is to help them achieve this ambition. Give them your commitment to doing whatever is within your power to help them make this a reality.
Now, of course, you will need to remind them that the climb is tough. No pain, no gain.
To succeed, they will need to be stretched, they will need to take on new tasks and new roles, beyond their normal work scope, and you will need to be honest and sometimes critical in your evaluations of them; but all of these will help them make it to where they want to be.
5. Start an employee-assistance programme
Make no mistake about it, stress affects your bottomline. Organisations are losing some of their top talents to stress-induced burnout.
I was just talking to a senior partner of a top law firm in Kuala Lumpur who had just lost three of his partners due to work-related stress; two had bypasses and one quit because the work was affecting his family adversely.
As a result, top organisations are realising that it’s a lot cheaper to pay RM4,800 (RM200 x 24 sessions) to send a senior staff to see a psychologist or counsellor, than to lose this staff and have to find a replacement.
Employee-assistance programmes (EAPs) are becoming popular among many international and local firms, as they realise that mental health is just as important as physical health.
6. Encourage people to disagree with you
If you want your organisation to be sharp in its decision making, then once and for all kill off the culture of “yes men”. Stop surrounding yourself with people who just agree with you.
Surround yourself with the smartest, sharpest thinkers, who know what they’re talking about, and who are not scared to disagree with you. These are people who are loyal to the organisation, not the boss, and will not hesitate to tell you the truth as they see it.
A strong leader does not feel threatened by dissenting opinions.
7. Bring psychology graduates into your team
I can’t resist finishing with a short pitch for my graduates. For the last 12 years, I’ve been in the business of training psychology graduates, and preparing them to add value to any organisation they join.
Unbeknownst to most people, about 45% of our psychology graduates actually end up in the corporate sector, many of them joining HR and marketing departments; training companies; head-hunting, advertising and public relations firms; and other people-related positions.
At last count, I have over 2,000 psychology graduates in the business sector all over Malaysia. From time to time, I meet up with some of them and have been very pleased at how they have applied their knowledge of psychology to helping their organisations grow and develop, particularly in the areas of talent and people management.
Some of them have, in the last 10 years, risen high up in some of the largest multinational and government-linked companies in the region, a testimony to their quality and skills.
Market leaders like GE, Shell, Petronas, HSBC, Sime Darby, Leo Burnett, Accenture, Hewitt Consulting and many others have been hiring psychology graduates for years and with great success.
So what unique qualities does a psychology graduate add to your organisation? Let me list the main two:
No one understands people better than a psychology graduate. That’s what psychology is – the science of understanding how people think, feel and behave in all settings. This knowledge can be used to powerful effect in general as well as HR management.
No one does research better than a psychology graduate. This is one of their core competencies. Be it designing a survey or a naturalistic observation, or a controlled experiment, a psychology graduate will figure out a way to answer almost any question on human nature that you can conceive of.
·Dr Goh Chee Leong is vice-president of HELP University College and a psychologist.
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