IT is important to be productive at work when layoffs occur, as those still employed are left to do the jobs of their former co-workers. They are often doing the work of two people. This means they are working longer hours when they would rather be at home with their families.
Give me more time
If you had one more hour a day, how would you spend it?
More than half of those polled in a survey said that if they were only more productive at work, they would spend more time with their families. Instead, the work piles up, time speeds by, and you play tug-of-war between your task lists and your desire for personal time.
Take a fiveminute walk around the building to help clear your mind and give you a new perspective. - Reuterspic
Here are some time-tested methods to apply to your everyday routine. You will optimise your time at work, so you can enjoy life outside the office.
1 Silence your visual noise
Work on silencing your visual noise — the clutter in your workspace. More than a quarter of those surveyed say they can’t concentrate with a messy desk. Eliminate unneeded items—paper piles, empty cups, even unnecessary cables. For example, I use a wireless optical mouse, which not only eliminates wires but also the mouse pad.
2 Tame the e-mail ogre
E-mail can either be your friend or foe, depending on how you use it. While it can be efficient, it can also be a big distraction. Do you check your inbox each time you are alerted to new mail? Is Instant Messenger stopping the delivery of your work?
Rather than read your e-mail whenever it comes in, set aside specific times a day to read and respond to it. Create signature files for common responses to questions. Use filters to automatically organise your incoming mail. Instead of firing off a long e-mail message, call or meet with the person.
3 Take a productivity pause
Even a five-minute walk around the building will help clear your mind and give you new perspective. You will return to your workspace ready to tackle your work with new energy.
4 Continuously improve
Monitor your activities throughout the day and ask yourself: “Is there a way I can improve how I do this? Can I accomplish this in fewer steps?” There are lots of ways to shortcut your tasks if you invest a few minutes to learn. Macros and programmable keys on your keyboard and mouse can help you save time and accomplish more.
5 Redeploy the troops (your past work)
Don’t start from scratch if you have already created work you can re-use, even if it’s just a part. If you need to write a memo, start with the e-mail message you wrote to your boss on this topic. You have already invested time to compose and craft your message and spell check. Tweak that work to fit it with your new text and save time.
6 Tickle your tasks
“Tickle” refers to objectively deciding that something isn’t important enough to spend your time on today. When you subjectively put something off, that’s procrastination!
How do you track those tickled tasks so they don’t get lost? You can do it electronically, by rescheduling the task for a later date. If there are documents related to the task, use a tickler file (also known as an everyday sorter), which has folders for 1 to 31 and Jan to Dec.
Just drop documents related to the meeting, phone call, training or task in the 1 to 31 folder corresponding to the date of the event. That cleans it off your desk, so you don’t need to focus on it until the day it comes up. But make sure you check your tickler daily, so you don’t miss something important.
7 Practise saying “no”
Most people are invited to participate in work or non-work endeavours and don’t know how to say “no”.
If you are asked by a co-worker to attend a holiday party-planning meeting and are not interested, say: “Thank you for the invitation. I’m going to pass on the planning committee this year.” By saying “no”, you’ll focus your energies on projects that are more stimulating to you.
By applying a few of these ideas, you will see a tremendous impact on your productivity. I know this because for five years, we tracked groups that completed my productivity training. Eight weeks after the session, we followed up.
Before the session, participants reported an average of 2.5 hours a day being wasted per person. Two months after the session, they turned an average of 1.5 of those hours into highly productive time, focusing on high-payoff activities. Based on their salary figures, we calculated this equalled nearly $10,000 of increased productivity per person per year. A seminar of 25 attendees was worth $250,000 in higher productivity. Based on all direct costs for the training, companies saw a 2,000 per cent return on investment.
Article by Rebecca L. Morgan, who focuses on creating innovative solutions for people-productivity challenges.
Saturday, May 29, 2010
Gently does it
IN times of economic uncertainty, even the best-managed and most profitable businesses may at times be compelled to retrench staff.
Termination, retrenchment and job loss — few words in our business vocabulary evoke as much fear and anxiety.
From the company’s standpoint, the decision to terminate an employee or group of employees is fraught with potential legal, public relations and business consequences, as well as being possibly traumatic for the manager undertaking the termination. From a personal perspective, terminations can be physically, emotionally and financially devastating.
Termination, retrenchment and job loss, few words in our business vocabulary evoke as much fear and anxiety. —Bloombergpic
Is there such a concept as successful termination? Is there a way to balance the needs of the organisation and the employee?
The following process ensures that terminations are conducted successfully.
Materials
Assemble written documentation if the termination is performance-related. If the termination is due to job elimination, explain the rationale. Prepare all severance information in writing: notification letter, salary continuation/severance period; benefits; outplacement counselling and other pertinent information.
Message
Write out the script you will use during the meeting and the information you will convey to remaining employees. Try to list two or three factual reasons for the termination. Keep everything short and to the point.
Next steps
Schedule additional meetings regarding human resources issues, superannuation and outplacement. Review what should be done with personal belongings. Specify when the employee should leave the organisation.
Emotions
Don’t assume personal responsibility for the termination: it is a business decision based on business needs. Acknowledge your anxiety throughout the process. Prepare your approach and talk about your feelings with human resource professionals and outplacement consultants. Do not discuss your plans with your colleagues or friends. This will avoid rumours and gossip before you are ready to conduct the termination meeting.
Reactions
Role-play or practise dealing with anticipated reactions, such as shock, anger or denial. Comprehensive preparation will benefit you and the employee by providing a structure and objective information that will keep you focused in the midst of a difficult meeting.
Responsibility
Terminating an employee or group of employees is a difficult management responsibility — accept it. Even though there is no easy way, there is a better way. It is possible to conduct a successful termination, providing you are wellprepared.
Article by Sattar Bawany, the director and head of Transition Coaching Practice at DBM Asia Pacific.
Termination, retrenchment and job loss — few words in our business vocabulary evoke as much fear and anxiety.
From the company’s standpoint, the decision to terminate an employee or group of employees is fraught with potential legal, public relations and business consequences, as well as being possibly traumatic for the manager undertaking the termination. From a personal perspective, terminations can be physically, emotionally and financially devastating.
Termination, retrenchment and job loss, few words in our business vocabulary evoke as much fear and anxiety. —Bloombergpic
Is there such a concept as successful termination? Is there a way to balance the needs of the organisation and the employee?
The following process ensures that terminations are conducted successfully.
Materials
Assemble written documentation if the termination is performance-related. If the termination is due to job elimination, explain the rationale. Prepare all severance information in writing: notification letter, salary continuation/severance period; benefits; outplacement counselling and other pertinent information.
Message
Write out the script you will use during the meeting and the information you will convey to remaining employees. Try to list two or three factual reasons for the termination. Keep everything short and to the point.
Next steps
Schedule additional meetings regarding human resources issues, superannuation and outplacement. Review what should be done with personal belongings. Specify when the employee should leave the organisation.
Emotions
Don’t assume personal responsibility for the termination: it is a business decision based on business needs. Acknowledge your anxiety throughout the process. Prepare your approach and talk about your feelings with human resource professionals and outplacement consultants. Do not discuss your plans with your colleagues or friends. This will avoid rumours and gossip before you are ready to conduct the termination meeting.
Reactions
Role-play or practise dealing with anticipated reactions, such as shock, anger or denial. Comprehensive preparation will benefit you and the employee by providing a structure and objective information that will keep you focused in the midst of a difficult meeting.
Responsibility
Terminating an employee or group of employees is a difficult management responsibility — accept it. Even though there is no easy way, there is a better way. It is possible to conduct a successful termination, providing you are wellprepared.
Article by Sattar Bawany, the director and head of Transition Coaching Practice at DBM Asia Pacific.
Lost and found
LOSING a job is not a good thing for anyone of any age. However, for people who are aged 40 and above, not having a job becomes an undesirable challenge due to financial liabilities and a loss of self-esteem. A long period of joblessness also impacts the entire family.
So what can older workers do to avoid getting off track?
And what can those who have already lost their jobs do to return to the right track?
it is important for employees who are over 40 to continue to get feedback from their managers about their value-add to the organisation. - appic
Here are some tips based on my experience:
1 Value-Add
Irrespective of the market conditions, successful enterprises are those that deliver value to their customers at the most competitive price.
Each employee, an integral part of the enterprise, must deliver value every day and should be remunerated in line with his value-add to the enterprise.
However, with many long-service employees, their salary would have overtaken their value-add to the organisation.
Their organisation can get another potential replacement candidate at lower remuneration for the same value-add.
Therefore, it is very important for employees who are over 40 to continue to evaluate and get feedback from their managers about their value-add to the organisation.
This can result in taking additional responsibilities and therefore enhancing their value-add.
Adding value invariably produces results and gives people better job satisfaction too.
If you have already lost your job and are preparing for interviews, you must do your homework.
Find out how your skill-sets can add value to a potential employer, and highlight the fact during the interview. Your value-driven approach may also induce the interviewer to consider you for a different but suitable role other than the one you are being interviewed for.
Whatever your last-drawn salary, you need to look at the salary in line with the value you are going to add to your new employer.
With such a value-driven approach, your chance of securing a job is much higher.
2 Adaptability
To ensure that you are on the right track and keep moving in the right direction in your career, you must adapt to changes.
Every change presents new opportunities. While in the job, you should always be conscious of changes within the organisation.
There may be opportunities for you, perhaps in a different department or at a regional office.
Accepting a new role is a chance to learn and enhance your skill-set, which, in turn, could be the insurance policy for your future career prospects.
If you are looking for a job, be flexible and accept a short- or long-term contract position.
3 Skill-Set Development
For various reasons, many executives ignore their personal or professional development in the middle years of their career.
Your skill-set is the best insurance policy you can have for your future career.
While you are working, you must try to stay relevant and enhance value to your organisation by upgrading your skills on a continuous basis. This can also mean being hands-on in an area of focus.
If you are between jobs, try to get trained in a specific area that will complement your existing skill-set.
For example, if you are a domain expert, developing further information technology skills can open up a new set of job opportunities.
4 Drive
“When the going gets tough, the tough get going.”
Successful enterprises are high-performance entities — they must achieve results at all times. If you are part of one, you must align yourself with its pace and culture.
If you are applying for a job with a high-performance enterprise, there must be no doubts in the interviewer’s mind about your ability to cope with long working hours, handle the pressure of the job and deliver the desired results.
During your job interview, ensure that your drive is apparent by your energetic speech, can-do attitude, appropriate body language and erect posture. Exercise regularly so that you look fit and appear in control.
5 Right Attitude
It is smart to be on your manager’s side. Ensure that your manager looks good because of your work or value-add. As your manager goes up the corporate ladder, so will you.
Every successful leader needs trusted and competent followers. How you get on with your manager can make a difference to your career success in the company.
If you are leaving a job, never burn your bridges with your manager. You never know when you might need his support again.
6 Networking
Lastly, however busy you are, you should set aside time for networking.
Meeting new people and connecting with those you know bring fresh ideas and shared insights. Remember that networking is as much about giving as it is about gaining.
You should help people in your network to boost their careers too.
If you are unemployed, expanding your network is a crucial first step in the job search process.
You will find that your long-term relationships and connections make it much easier for you to get another job.
Article by Jit Nagpal, founder and chief executive officer of Sciente international.
So what can older workers do to avoid getting off track?
And what can those who have already lost their jobs do to return to the right track?
it is important for employees who are over 40 to continue to get feedback from their managers about their value-add to the organisation. - appic
Here are some tips based on my experience:
1 Value-Add
Irrespective of the market conditions, successful enterprises are those that deliver value to their customers at the most competitive price.
Each employee, an integral part of the enterprise, must deliver value every day and should be remunerated in line with his value-add to the enterprise.
However, with many long-service employees, their salary would have overtaken their value-add to the organisation.
Their organisation can get another potential replacement candidate at lower remuneration for the same value-add.
Therefore, it is very important for employees who are over 40 to continue to evaluate and get feedback from their managers about their value-add to the organisation.
This can result in taking additional responsibilities and therefore enhancing their value-add.
Adding value invariably produces results and gives people better job satisfaction too.
If you have already lost your job and are preparing for interviews, you must do your homework.
Find out how your skill-sets can add value to a potential employer, and highlight the fact during the interview. Your value-driven approach may also induce the interviewer to consider you for a different but suitable role other than the one you are being interviewed for.
Whatever your last-drawn salary, you need to look at the salary in line with the value you are going to add to your new employer.
With such a value-driven approach, your chance of securing a job is much higher.
2 Adaptability
To ensure that you are on the right track and keep moving in the right direction in your career, you must adapt to changes.
Every change presents new opportunities. While in the job, you should always be conscious of changes within the organisation.
There may be opportunities for you, perhaps in a different department or at a regional office.
Accepting a new role is a chance to learn and enhance your skill-set, which, in turn, could be the insurance policy for your future career prospects.
If you are looking for a job, be flexible and accept a short- or long-term contract position.
3 Skill-Set Development
For various reasons, many executives ignore their personal or professional development in the middle years of their career.
Your skill-set is the best insurance policy you can have for your future career.
While you are working, you must try to stay relevant and enhance value to your organisation by upgrading your skills on a continuous basis. This can also mean being hands-on in an area of focus.
If you are between jobs, try to get trained in a specific area that will complement your existing skill-set.
For example, if you are a domain expert, developing further information technology skills can open up a new set of job opportunities.
4 Drive
“When the going gets tough, the tough get going.”
Successful enterprises are high-performance entities — they must achieve results at all times. If you are part of one, you must align yourself with its pace and culture.
If you are applying for a job with a high-performance enterprise, there must be no doubts in the interviewer’s mind about your ability to cope with long working hours, handle the pressure of the job and deliver the desired results.
During your job interview, ensure that your drive is apparent by your energetic speech, can-do attitude, appropriate body language and erect posture. Exercise regularly so that you look fit and appear in control.
5 Right Attitude
It is smart to be on your manager’s side. Ensure that your manager looks good because of your work or value-add. As your manager goes up the corporate ladder, so will you.
Every successful leader needs trusted and competent followers. How you get on with your manager can make a difference to your career success in the company.
If you are leaving a job, never burn your bridges with your manager. You never know when you might need his support again.
6 Networking
Lastly, however busy you are, you should set aside time for networking.
Meeting new people and connecting with those you know bring fresh ideas and shared insights. Remember that networking is as much about giving as it is about gaining.
You should help people in your network to boost their careers too.
If you are unemployed, expanding your network is a crucial first step in the job search process.
You will find that your long-term relationships and connections make it much easier for you to get another job.
Article by Jit Nagpal, founder and chief executive officer of Sciente international.
Keeping faith
IF YOU work for a major company with a strong brand, you will appear credible to anyone who sees the logo on your business card. You gain credibility simply by being associated with a respected company.
Even with this advantage, however, you must appear authentic and believable if you wish to gain the trust and confidence of others. The following tips can help you enhance your credibility:
Look the part. Wear clothes and carry accessories appropriate for your position or purpose. In business, the wrong attire will cost you points.
Look the part ... good grooming and hygiene are essential. — APpic
For most people, this means dressing a bit above your station, carrying a nice pen, wearing good leather shoes and using a quality wallet, card holder or handbag.
Good grooming and hygiene are essential. While the guidelines for hairstyles, jewellery, tattoos and other adornment have relaxed in recent years, some things will never change.
Skin, clothes, hair, teeth and fingernails must be clean. And you must still smell nice or, at least, not smell bad.
However, if you are a gardener, plumber or car mechanic, a sweaty shirt and a bit of dirt under the fingernails look authentic and add credibility. Would you trust your car’s transmission to a man with soft, clean hands?
Looking great is important, but looking the part is critical.
Be congruent. Your body language must be consistent with your words and tone.
When your body language is consistent with your spoken language, there is congruence, and the body language reinforces your spoken message.
However, if your body language appears inconsistent with your words, your words will be suspect.
Be consistent. Your actions must also be consistent over time. People must know who you are and what you stand for — always.
Tell the truth. At all times. Once you have been caught in a lie, your credibility is in jeopardy.
Your reputation for honesty is easy to lose and extremely difficult to restore, so guard it carefully.
Tell only what your audience is likely to believe, and no more. Most people understand that when something sounds too good to be true, it probably is.
Some things sound too good to be true even though they are true. So make sure your claims are true, but also believable. Do not oversell.
Tell your audience about the disadvantages or shortcomings of your product, service or idea as well as the advantages. This makes you more believable.
If you do not mention the negatives and your customers find out about them later, they will wonder what else you are trying to hide.
If you have something to gain, be upfront about it. People will usually assume you are guided by self-interest, and they accept this as normal. They do not mind if you benefit, provided they benefit as well.
Being honest about what you stand to gain gives them one more reason to believe you and one less reason to doubt you.
Confront problems directly. When you avoid difficult matters or certain persons, others will notice. They may conclude that you lack confidence in yourself or your position.
But problems will not go away by themselves. If you confront problems directly, others will see that you mean business and respect you.
Show what you mean. Don’t just tell others, show them. Prove it.
A live demonstration is the most convincing way, but videos, pictures, charts, graphs and figures are also effective. Seeing is believing.
At the very least, put it in writing. People have more confidence in the written word than in the spoken word. The written word is a powerful tool. Use it.
Use precise numbers. Round numbers appear artificial and arbitrary. If you are selling a product for $100, customers will think the number was chosen for convenience and is not a true reflection of the item’s value. They may even ask for a discount.
But if the price is $99.35 or $103.84, they may assume the price was calculated based on a precise and rational formula and is not negotiable.
Use testimonials. A strong testimonial is a powerful way to gain credibility. Good testimonials can come from a recognised expert, a public figure or someone your audience knows and trusts.
Never promise more than you can deliver, and always deliver more than you promise. You have surely encountered someone in your life who habitually made promises without keeping them.
This person raised your hopes and let you down. After a few disappointments, you lost confidence in him. Don’t do that to others. When dealing with others, credibility counts!
Article by David Goldwich, author of Why Did The Chicken Cross The Road? Lessons In Effective Communication.
Even with this advantage, however, you must appear authentic and believable if you wish to gain the trust and confidence of others. The following tips can help you enhance your credibility:
Look the part. Wear clothes and carry accessories appropriate for your position or purpose. In business, the wrong attire will cost you points.
Look the part ... good grooming and hygiene are essential. — APpic
For most people, this means dressing a bit above your station, carrying a nice pen, wearing good leather shoes and using a quality wallet, card holder or handbag.
Good grooming and hygiene are essential. While the guidelines for hairstyles, jewellery, tattoos and other adornment have relaxed in recent years, some things will never change.
Skin, clothes, hair, teeth and fingernails must be clean. And you must still smell nice or, at least, not smell bad.
However, if you are a gardener, plumber or car mechanic, a sweaty shirt and a bit of dirt under the fingernails look authentic and add credibility. Would you trust your car’s transmission to a man with soft, clean hands?
Looking great is important, but looking the part is critical.
Be congruent. Your body language must be consistent with your words and tone.
When your body language is consistent with your spoken language, there is congruence, and the body language reinforces your spoken message.
However, if your body language appears inconsistent with your words, your words will be suspect.
Be consistent. Your actions must also be consistent over time. People must know who you are and what you stand for — always.
Tell the truth. At all times. Once you have been caught in a lie, your credibility is in jeopardy.
Your reputation for honesty is easy to lose and extremely difficult to restore, so guard it carefully.
Tell only what your audience is likely to believe, and no more. Most people understand that when something sounds too good to be true, it probably is.
Some things sound too good to be true even though they are true. So make sure your claims are true, but also believable. Do not oversell.
Tell your audience about the disadvantages or shortcomings of your product, service or idea as well as the advantages. This makes you more believable.
If you do not mention the negatives and your customers find out about them later, they will wonder what else you are trying to hide.
If you have something to gain, be upfront about it. People will usually assume you are guided by self-interest, and they accept this as normal. They do not mind if you benefit, provided they benefit as well.
Being honest about what you stand to gain gives them one more reason to believe you and one less reason to doubt you.
Confront problems directly. When you avoid difficult matters or certain persons, others will notice. They may conclude that you lack confidence in yourself or your position.
But problems will not go away by themselves. If you confront problems directly, others will see that you mean business and respect you.
Show what you mean. Don’t just tell others, show them. Prove it.
A live demonstration is the most convincing way, but videos, pictures, charts, graphs and figures are also effective. Seeing is believing.
At the very least, put it in writing. People have more confidence in the written word than in the spoken word. The written word is a powerful tool. Use it.
Use precise numbers. Round numbers appear artificial and arbitrary. If you are selling a product for $100, customers will think the number was chosen for convenience and is not a true reflection of the item’s value. They may even ask for a discount.
But if the price is $99.35 or $103.84, they may assume the price was calculated based on a precise and rational formula and is not negotiable.
Use testimonials. A strong testimonial is a powerful way to gain credibility. Good testimonials can come from a recognised expert, a public figure or someone your audience knows and trusts.
Never promise more than you can deliver, and always deliver more than you promise. You have surely encountered someone in your life who habitually made promises without keeping them.
This person raised your hopes and let you down. After a few disappointments, you lost confidence in him. Don’t do that to others. When dealing with others, credibility counts!
Article by David Goldwich, author of Why Did The Chicken Cross The Road? Lessons In Effective Communication.
Perfect start to your career
Choosing the right career path can be difficult, especially for those who just don’t know what they want to do even after university.
Most university graduates have not experienced the highs and lows of a specific industry or a job role, therefore, it is hard to make a major decision as to their career path.
I was lucky as I did not have to make that choice immediately, thanks largely to being part of an entry-level management trainee programme.
I began my career as an intern in General Electric (GE). As a curious intern who was hellbent on being successful and graduating from university soon, I started asking around about the perfect starting job for my career. After speaking to a few people, I realised that the best place to start was to be part of an entry-level management training programme. I went for an interview and was accepted into GE’s management programme.
The next few years of my life was a roller-coaster where I endured struggles, coupled with intense learning and personal development. I spent two years as a management trainee working tirelessly by balancing a job, studies and with huge expectations. It was a tough period but as I look back, not only did I learn significantly, I was transformed into a leader.
The best management training programmes enable participants to learn and grow in multiple ways. They are extremely intense in nature, forcing you to push beyond your limits. Generally, the best management programmes include the following factors:
# Rotational stints at various departments or business units – alternately working in HR, IT, Finance, Operations and other areas of the organisation enable you to learn the business, understand how things tick and build a strong network of friends across the business.
# Networking at all levels of the organisation - formal networking which includes mentorships with senior leaders are crucial for your growth and promotions in the future.
# Functional/technical skills training.
# Leadership development and training – everyone needs to learn and become a leader regardless of position.
# Project management skills.
# Management exposure – you will have constant interaction and visibility with key leaders in the organisation.
# Constant feedback and appraisals – getting constructive feedback is critical to your personal development.
# Live Projects – you have the opportunity to make a real difference in the organisation.
Many companies and industries have different entry level management positions. The training can vary from company to company. Each company and industry has its own requirements. However, in general, they should all provide you with a stint in a number of diverse divisions or departments within a short time frame. This exposure drives your growth as the more experience you gain in different areas, the more holistic your development. So how do you decide on which company to work for?
My advice is to try to get a role with a company that has a sincere “Promote From Within” policy. From my experience designing, developing and implementing management training programmes in numerous organisations, the most successful programmes are those that hire smart, talented university graduates and grow them in the system. They nurture, develop and push these young graduates to success by internally promoting them to challenging roles and enabling them to navigate through the organisations. Companies which have a genuine management trainee programme generally have their senior leadership highly involved in the programme.
Management training programmes can accelerate your progress but you need to do your part.
The things you can do to accelerate your career, include:
Always go over and above your job duties. Strive for excellence in everything you do.
Ask questions and never stop learning every day of your life.
Learn the business and find ways to improve the business, even if it’s small improvements.
Be proactive. Offer to take on extra projects if possible.
Always be willing to learn and learn from everyone you come in contact with.
Develop genuine relationships with people you interact with, regardless of whether it’s the chief executive officer or the janitor.
Roshan Thiran is chief executive officer of Leaderonomics. He has been involved in management training programmes for more than 15 years. He is currently supporting the Star Group to develop and implement its newly launched Star Track management trainee programme for graduates.
Most university graduates have not experienced the highs and lows of a specific industry or a job role, therefore, it is hard to make a major decision as to their career path.
I was lucky as I did not have to make that choice immediately, thanks largely to being part of an entry-level management trainee programme.
I began my career as an intern in General Electric (GE). As a curious intern who was hellbent on being successful and graduating from university soon, I started asking around about the perfect starting job for my career. After speaking to a few people, I realised that the best place to start was to be part of an entry-level management training programme. I went for an interview and was accepted into GE’s management programme.
The next few years of my life was a roller-coaster where I endured struggles, coupled with intense learning and personal development. I spent two years as a management trainee working tirelessly by balancing a job, studies and with huge expectations. It was a tough period but as I look back, not only did I learn significantly, I was transformed into a leader.
The best management training programmes enable participants to learn and grow in multiple ways. They are extremely intense in nature, forcing you to push beyond your limits. Generally, the best management programmes include the following factors:
# Rotational stints at various departments or business units – alternately working in HR, IT, Finance, Operations and other areas of the organisation enable you to learn the business, understand how things tick and build a strong network of friends across the business.
# Networking at all levels of the organisation - formal networking which includes mentorships with senior leaders are crucial for your growth and promotions in the future.
# Functional/technical skills training.
# Leadership development and training – everyone needs to learn and become a leader regardless of position.
# Project management skills.
# Management exposure – you will have constant interaction and visibility with key leaders in the organisation.
# Constant feedback and appraisals – getting constructive feedback is critical to your personal development.
# Live Projects – you have the opportunity to make a real difference in the organisation.
Many companies and industries have different entry level management positions. The training can vary from company to company. Each company and industry has its own requirements. However, in general, they should all provide you with a stint in a number of diverse divisions or departments within a short time frame. This exposure drives your growth as the more experience you gain in different areas, the more holistic your development. So how do you decide on which company to work for?
My advice is to try to get a role with a company that has a sincere “Promote From Within” policy. From my experience designing, developing and implementing management training programmes in numerous organisations, the most successful programmes are those that hire smart, talented university graduates and grow them in the system. They nurture, develop and push these young graduates to success by internally promoting them to challenging roles and enabling them to navigate through the organisations. Companies which have a genuine management trainee programme generally have their senior leadership highly involved in the programme.
Management training programmes can accelerate your progress but you need to do your part.
The things you can do to accelerate your career, include:
Always go over and above your job duties. Strive for excellence in everything you do.
Ask questions and never stop learning every day of your life.
Learn the business and find ways to improve the business, even if it’s small improvements.
Be proactive. Offer to take on extra projects if possible.
Always be willing to learn and learn from everyone you come in contact with.
Develop genuine relationships with people you interact with, regardless of whether it’s the chief executive officer or the janitor.
Roshan Thiran is chief executive officer of Leaderonomics. He has been involved in management training programmes for more than 15 years. He is currently supporting the Star Group to develop and implement its newly launched Star Track management trainee programme for graduates.
Mind your own business
You dream about quitting your 9 to 6 job working for a large, impersonal organisation and becoming your own boss. What’s the next step?
Should you buy a franchise or go it alone? A franchise is an independently owned and operated retail business that is backed by and marketed by a “parent company”.
For a franchise to be good enough for you to invest in, the franchisor, the owner of the brand or business idea, has to prove that the model can be replicated.
Choose a franchise business that suits your personality and goals. - APpic
A good franchise opportunity will have all of the following things:
Brand name
Join a franchise with a strong brand name that has successfully operated many stores locally or overseas. A good example of a franchise with a strong brand is the McDonald’s chain of fast food restaurants.
The franchisor should also be willing to invest in ongoing research and development to ensure the growth of the brand.
Experience
Do your homework. Find out more about the profile of the franchisors and how they have built their business into a successful franchise.
Verify their experience and capability. Look for a franchisor who has a strong management team and has been working with the same successful business model for a long period of time. There should be efficient systems and processes in place.
Quality product
The franchisor must have goods or services that are marketable and priced competitively so that your business has a chance of success. The franchisor should also develop a comprehensive training programme that is paced adequately for franchisees to learn the business. Ensure that the franchisor has comprehensive operation manuals as well.
Support
A franchisor should offer adequate support with initial and ongoing training regarding the products, the industry and on running the business.
The franchise agreement should state clearly what support will be provided to franchisees, for example, assistance with licensing and with lease negotiation, set-up of the premises and renovation, etc.
A franchisor and his franchisees must work to establish a good relationship. They should be linked via e-mail systems, newsletters and regular discussions to ensure constant communication.
Right fit
Most importantly, choose a franchise business that suits your personality, your interests and skills, your budget and, most importantly, your goals and aspirations. Do your research so that you can make an informed decision about a franchise opportunity.
Article by Alicia Lee, manager, Little Professors Education Group. It offers franchise opportunities for student care, enrichment and tuition services.
Should you buy a franchise or go it alone? A franchise is an independently owned and operated retail business that is backed by and marketed by a “parent company”.
For a franchise to be good enough for you to invest in, the franchisor, the owner of the brand or business idea, has to prove that the model can be replicated.
Choose a franchise business that suits your personality and goals. - APpic
A good franchise opportunity will have all of the following things:
Brand name
Join a franchise with a strong brand name that has successfully operated many stores locally or overseas. A good example of a franchise with a strong brand is the McDonald’s chain of fast food restaurants.
The franchisor should also be willing to invest in ongoing research and development to ensure the growth of the brand.
Experience
Do your homework. Find out more about the profile of the franchisors and how they have built their business into a successful franchise.
Verify their experience and capability. Look for a franchisor who has a strong management team and has been working with the same successful business model for a long period of time. There should be efficient systems and processes in place.
Quality product
The franchisor must have goods or services that are marketable and priced competitively so that your business has a chance of success. The franchisor should also develop a comprehensive training programme that is paced adequately for franchisees to learn the business. Ensure that the franchisor has comprehensive operation manuals as well.
Support
A franchisor should offer adequate support with initial and ongoing training regarding the products, the industry and on running the business.
The franchise agreement should state clearly what support will be provided to franchisees, for example, assistance with licensing and with lease negotiation, set-up of the premises and renovation, etc.
A franchisor and his franchisees must work to establish a good relationship. They should be linked via e-mail systems, newsletters and regular discussions to ensure constant communication.
Right fit
Most importantly, choose a franchise business that suits your personality, your interests and skills, your budget and, most importantly, your goals and aspirations. Do your research so that you can make an informed decision about a franchise opportunity.
Article by Alicia Lee, manager, Little Professors Education Group. It offers franchise opportunities for student care, enrichment and tuition services.
Get more out of yourself
Are you happy with your productivity? Could you get more out of yourself on a daily basis? Do you have a system for creating more self-discipline in your life and becoming better at achieving your goals?
People have asked me these questions almost every day in my 30 years as a coach. There is a way to push yourself and focus better without being negative or miserable. You can develop the self-discipline that championship athletes possess and apply that to your work, sport or daily life. Here’s how you can make healthy self-discipline a reality.
It is vitally important to reward yourself for effort and for results. - APpic
How can becoming more self-disciplined help me?
You can achieve more and be more efficient in everything you do. You can reach goals that you never thought possible if you have higher levels of self-discipline. Your self-confidence sky-rockets when you treat yourself right and reach for your dreams.
Some days I just don’t feel like doing what I have to do. How do I get jump-started to get going?
Top achievers remind themselves of a few basic, yet powerful truths they live their lives by, to get going when the old bones don’t want to move. They remember how short life is, they remember that if it is to be, it is up to them.
They remember that they made a commitment with themselves and they honour that commitment, because they respect themselves. They call on a higher level of thinking to motivate themselves.
Won’t I stop having fun if I become too self-disciplined?
Many folks think that being self-disciplined means being serious and crotchety. It really just means respecting your commitment to yourself and others and doing what you agree to do. You can have as much fun, and more than ever because you will feel so good about what and how you achieve.
I enjoy “going with the flow” some days, instead of being so rigid about my to-do list.
It’s perfectly fine to be flexible and adaptive any time. Being disciplined does not mean staying on course no matter what. You don’t even need a to-do list to be disciplined, as long as you achieve what you have to do.
Will I stifle my creativity if I improve my self-discipline?
You may even improve your ability to be creative. You may find that you open up time for being creative and super-charge your mind so that it works faster and makes connections faster, a major factor in creativity training.
Being self-disciplined means being more focused on tasks, not on being more rigid. You will find your creativity opening up as you learn to focus better.
If I become extremely self-disciplined, won’t I lose my down time, my time to relax and just be me?
Being self-disciplined actually allows you to have more down time as you fine-tune your schedule and intentionally put in regular slots for relaxation, exercise, nutrition, socialising, and all else you purposely want to have in your life.
I’m very disciplined in some phases of my life, and terribly lazy in other areas. What can I do about this?
It depends what you mean by “lazy”. You have to allow yourself some unstructured time to relax and play. Don’t feel guilty about this.
How can I reward myself for improving my self-discipline?
It is vitally important to reward yourself for effort and for results. You should celebrate all successes, no matter how small. High achievers do not withhold self-reward. They use it to launch themselves to the next task and to the next level.
I seem to become negative when I push myself to achieve more and work harder. Is there a way to be more self-disciplined, yet remain focused and stay positive?
Build in some fun, relaxation and down time in your day and take a break when the tension builds. Achievement is exciting, but not 100 per cent stress-free. Know when to back off.
What are your best strategies for building a programme for becoming self-disciplined?
Set goals, write down the reasons for those goals, when you want to achieve them and how. Then make a signed contract with yourself and vow to stick to that agreement. Measure your progress on a daily and weekly basis and make adjustments to goals when needed. Celebrate your successes and enjoy the process!
Article by Bill Cole, an authority on peak performance, mental toughness and coaching, and the founder and CEO of Procoach Systems.
People have asked me these questions almost every day in my 30 years as a coach. There is a way to push yourself and focus better without being negative or miserable. You can develop the self-discipline that championship athletes possess and apply that to your work, sport or daily life. Here’s how you can make healthy self-discipline a reality.
It is vitally important to reward yourself for effort and for results. - APpic
How can becoming more self-disciplined help me?
You can achieve more and be more efficient in everything you do. You can reach goals that you never thought possible if you have higher levels of self-discipline. Your self-confidence sky-rockets when you treat yourself right and reach for your dreams.
Some days I just don’t feel like doing what I have to do. How do I get jump-started to get going?
Top achievers remind themselves of a few basic, yet powerful truths they live their lives by, to get going when the old bones don’t want to move. They remember how short life is, they remember that if it is to be, it is up to them.
They remember that they made a commitment with themselves and they honour that commitment, because they respect themselves. They call on a higher level of thinking to motivate themselves.
Won’t I stop having fun if I become too self-disciplined?
Many folks think that being self-disciplined means being serious and crotchety. It really just means respecting your commitment to yourself and others and doing what you agree to do. You can have as much fun, and more than ever because you will feel so good about what and how you achieve.
I enjoy “going with the flow” some days, instead of being so rigid about my to-do list.
It’s perfectly fine to be flexible and adaptive any time. Being disciplined does not mean staying on course no matter what. You don’t even need a to-do list to be disciplined, as long as you achieve what you have to do.
Will I stifle my creativity if I improve my self-discipline?
You may even improve your ability to be creative. You may find that you open up time for being creative and super-charge your mind so that it works faster and makes connections faster, a major factor in creativity training.
Being self-disciplined means being more focused on tasks, not on being more rigid. You will find your creativity opening up as you learn to focus better.
If I become extremely self-disciplined, won’t I lose my down time, my time to relax and just be me?
Being self-disciplined actually allows you to have more down time as you fine-tune your schedule and intentionally put in regular slots for relaxation, exercise, nutrition, socialising, and all else you purposely want to have in your life.
I’m very disciplined in some phases of my life, and terribly lazy in other areas. What can I do about this?
It depends what you mean by “lazy”. You have to allow yourself some unstructured time to relax and play. Don’t feel guilty about this.
How can I reward myself for improving my self-discipline?
It is vitally important to reward yourself for effort and for results. You should celebrate all successes, no matter how small. High achievers do not withhold self-reward. They use it to launch themselves to the next task and to the next level.
I seem to become negative when I push myself to achieve more and work harder. Is there a way to be more self-disciplined, yet remain focused and stay positive?
Build in some fun, relaxation and down time in your day and take a break when the tension builds. Achievement is exciting, but not 100 per cent stress-free. Know when to back off.
What are your best strategies for building a programme for becoming self-disciplined?
Set goals, write down the reasons for those goals, when you want to achieve them and how. Then make a signed contract with yourself and vow to stick to that agreement. Measure your progress on a daily and weekly basis and make adjustments to goals when needed. Celebrate your successes and enjoy the process!
Article by Bill Cole, an authority on peak performance, mental toughness and coaching, and the founder and CEO of Procoach Systems.
Banking on excellent service
Both the Six Sigma and Lean methodologies have traditionally been used by companies in the manufacturing industry to improve their quality levels.
In the last two decades, users of these methodologies have systematically identified the causes of waste and defects, subsequently eliminating them by re-engineering the organisations’ internal processes.
Their successes have encouraged retail and service businesses, including financial institutions, to apply these methodologies in their processes to improve service delivery and customer satisfaction.
Customers today expect a positive service experience that is flawless, friendly and prompt, every time. — Reuterspic
To show how these methodologies can be applied in a non-manufacturing business, let us use an example from retail banking.
“Soft” and “Hard” Aspects
When a customer opens a bank account, he will judge the quality of his experience on two fronts — the “soft” and “hard” aspects.
“Soft” refers to the way the bank employee attends to the customer’s needs, for example, how well the teller knows the bank’s products, makes the customer feel welcomed and attends to him in a warm and friendly manner.
“Hard” refers to the efficiency of the bank in delivering the final product, for example, how quickly and accurately the account opening is processed and the degree of difficulty associated with subsequent transactions.
As long as either aspect fails to live up to the customer’s expectations, he will deem the experience as a negative one.
These days, service organisations tend to focus a lot on improving the “soft” aspect of service delivery, which is important but by itself not adequate for service excellence.
The complementary “hard” aspect cannot be overlooked. this is where the strengths of the Six Sigma and Lean methodologies lie.
Developed in the 1980s by Motorola and popularised by General Electric, the Six Sigma methodology involves systematically measuring and analysing manufacturing processes with the use of statistical and hypothesis testing tools to reduce variations in the process and eliminate defects that result in customer dissatisfaction.
Each Six Sigma project follows a prescribed path: Define, Measure, Analyse, Improve and Control (popularly known as DMAIC for short).
Lean methods, on the other hand, have been made popular by Toyota, well known for its high quality and competitively priced vehicles. Toyota’s whole production system and corporate culture have been built around Lean concepts.
Seven Wastes
It entails relentless efforts in the pursuit of perfection to identify and remove the “seven wastes” of transportation, inventory, motion, waiting, over-processing, overproduction and defects from the production process.
A non-manufacturing business such as a bank can similarly adopt both Six Sigma and Lean methodologies to improve the overall quality of its banking processes.
Over the years, OCBC Bank has applied a combination of Lean and Six Sigma disciplines (Lean Six Sigma) as a systematic approach to defining its customers’ requirements, measuring, analysing and redesigning the processes, and tracking the process performance for continuous improvement.
An in-house training and certification programme has also been put in place to equip its employees with the necessary skills to become “quality leaders”.
These “quality leaders” are responsible for driving process improvements within their departments. Cross-functional project teams are also set up to use Lean Six Sigma tools to review and improve end-to-end processes that cut across various departments.
Such cross-functional projects typically simplify and radically redesign the business processes to make it easier for customers to do business with the bank.
An example of a successful cross-functional project would be the business account opening process for corporate customers. Corporate customers often find it cumbersome to open business accounts as this process usually takes a long time to complete and involves the submission and verification of many documents.
By methodically analysing the process and challenging old norms, OCBC Bank’s crossfunctional project team simplified and redesigned the process to enable customers to open accounts instantly. This improved process means customers now receive their cheque books the very same day and operate their new accounts immediately.
Quality is a prerequisite for achieving service excellence. Customers today expect a positive service experience that is flawless, friendly and prompt, every time. If they do not get it, they will not hesitate to defect to a competitor. It is no longer adequate for any business to just deliver what it has always been doing with a big smile.
There is a need to continuously identify potential gaps in processes and be disciplined in making continuous improvements, in order to deliver truly excellent service to our customers and build lasting customer loyalty.
Article by Paul Tham, project lead for Lean Six Sigma projects, Group Quality & Service Excellence, OCBC Bank.
In the last two decades, users of these methodologies have systematically identified the causes of waste and defects, subsequently eliminating them by re-engineering the organisations’ internal processes.
Their successes have encouraged retail and service businesses, including financial institutions, to apply these methodologies in their processes to improve service delivery and customer satisfaction.
Customers today expect a positive service experience that is flawless, friendly and prompt, every time. — Reuterspic
To show how these methodologies can be applied in a non-manufacturing business, let us use an example from retail banking.
“Soft” and “Hard” Aspects
When a customer opens a bank account, he will judge the quality of his experience on two fronts — the “soft” and “hard” aspects.
“Soft” refers to the way the bank employee attends to the customer’s needs, for example, how well the teller knows the bank’s products, makes the customer feel welcomed and attends to him in a warm and friendly manner.
“Hard” refers to the efficiency of the bank in delivering the final product, for example, how quickly and accurately the account opening is processed and the degree of difficulty associated with subsequent transactions.
As long as either aspect fails to live up to the customer’s expectations, he will deem the experience as a negative one.
These days, service organisations tend to focus a lot on improving the “soft” aspect of service delivery, which is important but by itself not adequate for service excellence.
The complementary “hard” aspect cannot be overlooked. this is where the strengths of the Six Sigma and Lean methodologies lie.
Developed in the 1980s by Motorola and popularised by General Electric, the Six Sigma methodology involves systematically measuring and analysing manufacturing processes with the use of statistical and hypothesis testing tools to reduce variations in the process and eliminate defects that result in customer dissatisfaction.
Each Six Sigma project follows a prescribed path: Define, Measure, Analyse, Improve and Control (popularly known as DMAIC for short).
Lean methods, on the other hand, have been made popular by Toyota, well known for its high quality and competitively priced vehicles. Toyota’s whole production system and corporate culture have been built around Lean concepts.
Seven Wastes
It entails relentless efforts in the pursuit of perfection to identify and remove the “seven wastes” of transportation, inventory, motion, waiting, over-processing, overproduction and defects from the production process.
A non-manufacturing business such as a bank can similarly adopt both Six Sigma and Lean methodologies to improve the overall quality of its banking processes.
Over the years, OCBC Bank has applied a combination of Lean and Six Sigma disciplines (Lean Six Sigma) as a systematic approach to defining its customers’ requirements, measuring, analysing and redesigning the processes, and tracking the process performance for continuous improvement.
An in-house training and certification programme has also been put in place to equip its employees with the necessary skills to become “quality leaders”.
These “quality leaders” are responsible for driving process improvements within their departments. Cross-functional project teams are also set up to use Lean Six Sigma tools to review and improve end-to-end processes that cut across various departments.
Such cross-functional projects typically simplify and radically redesign the business processes to make it easier for customers to do business with the bank.
An example of a successful cross-functional project would be the business account opening process for corporate customers. Corporate customers often find it cumbersome to open business accounts as this process usually takes a long time to complete and involves the submission and verification of many documents.
By methodically analysing the process and challenging old norms, OCBC Bank’s crossfunctional project team simplified and redesigned the process to enable customers to open accounts instantly. This improved process means customers now receive their cheque books the very same day and operate their new accounts immediately.
Quality is a prerequisite for achieving service excellence. Customers today expect a positive service experience that is flawless, friendly and prompt, every time. If they do not get it, they will not hesitate to defect to a competitor. It is no longer adequate for any business to just deliver what it has always been doing with a big smile.
There is a need to continuously identify potential gaps in processes and be disciplined in making continuous improvements, in order to deliver truly excellent service to our customers and build lasting customer loyalty.
Article by Paul Tham, project lead for Lean Six Sigma projects, Group Quality & Service Excellence, OCBC Bank.
Be clear about your goals
HAVE you ever wanted to start on something new, but you don’t? Have you ever promised yourself to kick a bad habit but found yourself doing it even more?
Some people tend to wait for something to happen before taking action. For instance, when an e-mail arrives, people usually ignore it even though it may be an important assignment or a business opportunity.
The stakes are significant if the issue concerns your personal lives or careers. If you want to spend your time on more meaningful tasks, you need to create a path for yourself. If you want to control your future and decide the direction of your life, then setting your personal priorities is of primary importance. Be clear about what’s important and what’s not.
All aspects of life - physical, financial, social, career and even spiritual needs - must be considered when setting your priorities. - AFPpic
Everyone faces the problem of procrastination. You consciously or unconsciously avoid accomplishing a task or project.
All of us have a different set of priorities. When you give something or someone priority, it implies that you place it before everything else, with respect to time and importance. For example, your family and career are your top priorities because they are what you treasure and value most.
For others who are beset with financial difficulties, the utmost priority is to explore ways to eliminate debts. Situations happen and change in many ways but one thing is clear: you will find ways to support your core values and deepest desires.
How do you know what is important when you are prioritising? Life is short, and you need to maximise your time to do the things you love and are passionate about.
All aspects of life — physical, financial, social, career and even spiritual needs — must be considered when setting your priorities.
As motivational speaker Tony Robbins once said: “Your ability to achieve success in life is rarely a matter of your capability, but your motivation.” If you are motivated to take action and set your personal priorities, then you overcome any obstacle that comes your way.
Identify your priorities
Set goals
By identifying what you want to achieve at the end of the day, you know exactly where to divert your efforts and attention. Goals prevent you from being easily distracted and drifting away from what you want to achieve.
When you have clear goals and personal priorities, you are able to constantly review your plans and adjust them to reflect your changing priorities and experience
Establish personal reminders
When you wake up every morning, look at yourself in the mirror. Think positive thoughts to compel you to take action. They are personal reminders of what you want to be and what you want to achieve on that day.
State your intentions
Your intention could be to find joy in your work, to keep yourself open to any opportunities that are likely to take you towards your dreams, or even just to be grateful for what you have and who you are right now.
Monitor your progress
Watch your energy levels
Everything, including your thoughts, has an energy frequency. It is always important to have high energy levels so you can take positive steps to achieve your goals for the day. You should also find effective ways to recharge.
Beware of self-sabotage
Sometimes you are your worst enemy. To succeed in life, you have to change certain behaviours when progressing towards your goals and getting your priorities right.
To do this, you have to make a commitment to banish your negative thoughts and desires, and move forward with fresh intentions. Remind yourself that regressing to former negative habits upsets your new priorities and hinders your development and success in life.
Article by Jacky Lim and Jeffrey Williams, trainers in public speaking, people skills and business communication.
Some people tend to wait for something to happen before taking action. For instance, when an e-mail arrives, people usually ignore it even though it may be an important assignment or a business opportunity.
The stakes are significant if the issue concerns your personal lives or careers. If you want to spend your time on more meaningful tasks, you need to create a path for yourself. If you want to control your future and decide the direction of your life, then setting your personal priorities is of primary importance. Be clear about what’s important and what’s not.
All aspects of life - physical, financial, social, career and even spiritual needs - must be considered when setting your priorities. - AFPpic
Everyone faces the problem of procrastination. You consciously or unconsciously avoid accomplishing a task or project.
All of us have a different set of priorities. When you give something or someone priority, it implies that you place it before everything else, with respect to time and importance. For example, your family and career are your top priorities because they are what you treasure and value most.
For others who are beset with financial difficulties, the utmost priority is to explore ways to eliminate debts. Situations happen and change in many ways but one thing is clear: you will find ways to support your core values and deepest desires.
How do you know what is important when you are prioritising? Life is short, and you need to maximise your time to do the things you love and are passionate about.
All aspects of life — physical, financial, social, career and even spiritual needs — must be considered when setting your priorities.
As motivational speaker Tony Robbins once said: “Your ability to achieve success in life is rarely a matter of your capability, but your motivation.” If you are motivated to take action and set your personal priorities, then you overcome any obstacle that comes your way.
Identify your priorities
Set goals
By identifying what you want to achieve at the end of the day, you know exactly where to divert your efforts and attention. Goals prevent you from being easily distracted and drifting away from what you want to achieve.
When you have clear goals and personal priorities, you are able to constantly review your plans and adjust them to reflect your changing priorities and experience
Establish personal reminders
When you wake up every morning, look at yourself in the mirror. Think positive thoughts to compel you to take action. They are personal reminders of what you want to be and what you want to achieve on that day.
State your intentions
Your intention could be to find joy in your work, to keep yourself open to any opportunities that are likely to take you towards your dreams, or even just to be grateful for what you have and who you are right now.
Monitor your progress
Watch your energy levels
Everything, including your thoughts, has an energy frequency. It is always important to have high energy levels so you can take positive steps to achieve your goals for the day. You should also find effective ways to recharge.
Beware of self-sabotage
Sometimes you are your worst enemy. To succeed in life, you have to change certain behaviours when progressing towards your goals and getting your priorities right.
To do this, you have to make a commitment to banish your negative thoughts and desires, and move forward with fresh intentions. Remind yourself that regressing to former negative habits upsets your new priorities and hinders your development and success in life.
Article by Jacky Lim and Jeffrey Williams, trainers in public speaking, people skills and business communication.
Sunday, May 16, 2010
See the world differently
John is walking down a large city street and notices someone sitting on the steps that lead up to an apartment complex. John looks over and stares for a brief moment at the person sitting there. “Good-for -nothing!” he mumbles to himself and quickly walks on.
Does it matter what words he chooses to describe the person on the steps?
Yes, it makes a huge difference. He could also have used any of these words: fool, thug, conman, thief, vagrant, victim, saint, social worker or friend.
new products are born because somebody looked at the world in a new way and gave himself the freedom to question accepted truths. - Bloombergpic
Each word or “name”, which progressively has a more sympathetic and positive meaning, defines how John would react and relate to that person. The terms may not reflect reality but rather John’s interpretation of it.
Limited by a label
Let me give a personal example of this. When I was in the first grade, I took an IQ test. The test results said that I was borderline mentally retarded. Nowadays, the more politically correct term “intellectually disabled” would have been used, but you get my point.
As a child, I could have easily believed the results and accepted that as a way to identify myself. All it would have taken were a few more mistakes, problems or failures, and the name would have stuck.
Instead, my father (who had a PhD in education) learnt of this test and went to see the teacher. He told the teacher that the test was incorrect and that his son was not “mentally retarded”. I heard him say this and decided that he was right. Then, I forgot about that test.
Later, I discovered I had a love for learning and finally went on to get my PhD too. My father had given me another way to identify myself. It is amazing to think that a label given to me at such a young age could have had an effect on me had my father not intervened.
Just as a name or term can impact how you see yourself, the language you use will help define how you see the world. It is important to know that you can change the words you use to describe the world and learn new things.
Imagine a person standing at the edge of a desert. All he sees is sand around him. It seems to go on for miles. He has no idea of the creative power of language or his own capacity to rename the world. He accepts it as sand and decides to live with it as he imagines there is nothing he can do about it.
Now, picture another person standing on the edge of this desert. He looks at it and thinks, “What can I do with this resource?” He plays with the sand and experiments with it. He uses fire on it and realises that if treated in the right way, it becomes glass. A new way to relate to sand is found, and a new industry is born.
Many years later, another man sees the sand and experiments with it in a different way and creates silicon. A new use for sand is found and our relationship with the world changes yet again. For the last two individuals, by not limiting themselves to one description of sand or its use, they gave it a new name and a new use.
New possibilities
New products are born because somebody looked at the world in a new way and gave himself the freedom to question accepted truths.
The key is to understand the potential within yourselves and through your language to look at the world in different ways. Language forms your perception, and your perception defines how you see the world.
This is not to say that there is no reality or that you can create your own reality. But it is important to know that much of what you encounter is your perception of reality. The very process of using language is the process of discovering what something is and how you can relate to it in new ways.
As a manager or a leader, you can rename a “problem” as an “opportunity”. This simple shift will change the focus on how you deal with it. The language you use is just as much a part of the problem as the problem itself.
Seeing the world in a new way is the ongoing work of leadership. Checking assumptions, exposing biases, renaming the world you are dealing with and teaching others to do the same are ways to stay on the cutting edge and be successful in the long term.
Article by Matt Rawlins, who specialises in systems thinking, change, communication and appreciative inquiry.
Does it matter what words he chooses to describe the person on the steps?
Yes, it makes a huge difference. He could also have used any of these words: fool, thug, conman, thief, vagrant, victim, saint, social worker or friend.
new products are born because somebody looked at the world in a new way and gave himself the freedom to question accepted truths. - Bloombergpic
Each word or “name”, which progressively has a more sympathetic and positive meaning, defines how John would react and relate to that person. The terms may not reflect reality but rather John’s interpretation of it.
Limited by a label
Let me give a personal example of this. When I was in the first grade, I took an IQ test. The test results said that I was borderline mentally retarded. Nowadays, the more politically correct term “intellectually disabled” would have been used, but you get my point.
As a child, I could have easily believed the results and accepted that as a way to identify myself. All it would have taken were a few more mistakes, problems or failures, and the name would have stuck.
Instead, my father (who had a PhD in education) learnt of this test and went to see the teacher. He told the teacher that the test was incorrect and that his son was not “mentally retarded”. I heard him say this and decided that he was right. Then, I forgot about that test.
Later, I discovered I had a love for learning and finally went on to get my PhD too. My father had given me another way to identify myself. It is amazing to think that a label given to me at such a young age could have had an effect on me had my father not intervened.
Just as a name or term can impact how you see yourself, the language you use will help define how you see the world. It is important to know that you can change the words you use to describe the world and learn new things.
Imagine a person standing at the edge of a desert. All he sees is sand around him. It seems to go on for miles. He has no idea of the creative power of language or his own capacity to rename the world. He accepts it as sand and decides to live with it as he imagines there is nothing he can do about it.
Now, picture another person standing on the edge of this desert. He looks at it and thinks, “What can I do with this resource?” He plays with the sand and experiments with it. He uses fire on it and realises that if treated in the right way, it becomes glass. A new way to relate to sand is found, and a new industry is born.
Many years later, another man sees the sand and experiments with it in a different way and creates silicon. A new use for sand is found and our relationship with the world changes yet again. For the last two individuals, by not limiting themselves to one description of sand or its use, they gave it a new name and a new use.
New possibilities
New products are born because somebody looked at the world in a new way and gave himself the freedom to question accepted truths.
The key is to understand the potential within yourselves and through your language to look at the world in different ways. Language forms your perception, and your perception defines how you see the world.
This is not to say that there is no reality or that you can create your own reality. But it is important to know that much of what you encounter is your perception of reality. The very process of using language is the process of discovering what something is and how you can relate to it in new ways.
As a manager or a leader, you can rename a “problem” as an “opportunity”. This simple shift will change the focus on how you deal with it. The language you use is just as much a part of the problem as the problem itself.
Seeing the world in a new way is the ongoing work of leadership. Checking assumptions, exposing biases, renaming the world you are dealing with and teaching others to do the same are ways to stay on the cutting edge and be successful in the long term.
Article by Matt Rawlins, who specialises in systems thinking, change, communication and appreciative inquiry.
What makes your boss tick?
The art of management involves managing relationships upward as well as downward in your organisation. To be able to progress in your career path, achieve results and to make a name for yourself, you will need to learn how to manage the relationship you have with your superiors.
When I first started work, I reported to several difficult bosses. A coach or a mentor to give me some advice would have made my task easier. So, here are some suggestions on how to manage your boss.
if you establish a mutually respectful working relationship with your boss, your climb up the corporate ladder will be so much smoother. - aPpic
Take a long-term view
Do not expect to manage the working relationship with your boss overnight. All good things take time to develop. When you get to know your boss better and are familiar with his preferences and quirks, you will be in a better position to form an effective management strategy.
Study your boss
Ask people who know about his preferences. Is your boss a task-master? Is he expressive, amiable or analytical?
Remember the principle that people like people who are like themselves. When you communicate with your boss, do so in a way that says you understand him and how he likes things to be done.
Pick the right time
Learn to read your boss’s mood. A good source of information is the boss’s secretary or a good ally.
Some bosses like to start off their day in a whirlwind of meetings and activities, so mornings may not be a good time to ask them to deliberate on a decision. Approach them after lunch, after they have been through the tough issues in the morning.
Others are in a good frame of mind at the start of the day, before they have had to deal with complicated matters. Get in your request early.
Keep your boss informed
Update him on the progress you are making on your projects, the results achieved, the challenges or problems you are facing and what your recommendations are.
Learn the technique of breaking bad news in small doses. If something goes wrong, explain the what, why and how and let your boss know what you are going to do to fix it. Ask his opinion if your boss is the controlling type.
Be open, loyal and frank
Help your boss look good, but you don’t have to be subservient. Let your honesty surface and be a man or woman of your word.
Admit your mistakes and ensure they do not happen again. Be reliable and do what you say you will do. Walk your talk.
Deliver on your promises
When the boss asks you to do something, do it promptly and thoroughly. With every problem encountered, provide solutions or alternatives for consideration.
Be ready with as many answers you can think of. Bosses like people with initiative and a “can do” attitude.
Work together
Your boss is different from you, so conflict is to be expected. Seek agreement on the easy issues, and then work collaboratively on the larger problems. Do not be aggressive; don’t make your boss lose face.
Show perseverance
Accept challenges and don’t be afraid to put forward your ideas. If you sense that your boss is showing resistance, don’t keep on pushing. Retreat for the moment and approach the subject again on another day.
Be confident
Act with confidence, even though you feel less than competent when something goes wrong.
Take responsibility, don’t blame other people and have a solution ready. You still might get a telling off, but it is likely that your boss will have fresh respect for you.
At the end of the day, if you establish a mutually respectful working relationship with your boss, your climb up the corporate ladder will be so much smoother.
Article by Ricky Lien, a specialist in conflict resolution, communication and emotional intelligence.
When I first started work, I reported to several difficult bosses. A coach or a mentor to give me some advice would have made my task easier. So, here are some suggestions on how to manage your boss.
if you establish a mutually respectful working relationship with your boss, your climb up the corporate ladder will be so much smoother. - aPpic
Take a long-term view
Do not expect to manage the working relationship with your boss overnight. All good things take time to develop. When you get to know your boss better and are familiar with his preferences and quirks, you will be in a better position to form an effective management strategy.
Study your boss
Ask people who know about his preferences. Is your boss a task-master? Is he expressive, amiable or analytical?
Remember the principle that people like people who are like themselves. When you communicate with your boss, do so in a way that says you understand him and how he likes things to be done.
Pick the right time
Learn to read your boss’s mood. A good source of information is the boss’s secretary or a good ally.
Some bosses like to start off their day in a whirlwind of meetings and activities, so mornings may not be a good time to ask them to deliberate on a decision. Approach them after lunch, after they have been through the tough issues in the morning.
Others are in a good frame of mind at the start of the day, before they have had to deal with complicated matters. Get in your request early.
Keep your boss informed
Update him on the progress you are making on your projects, the results achieved, the challenges or problems you are facing and what your recommendations are.
Learn the technique of breaking bad news in small doses. If something goes wrong, explain the what, why and how and let your boss know what you are going to do to fix it. Ask his opinion if your boss is the controlling type.
Be open, loyal and frank
Help your boss look good, but you don’t have to be subservient. Let your honesty surface and be a man or woman of your word.
Admit your mistakes and ensure they do not happen again. Be reliable and do what you say you will do. Walk your talk.
Deliver on your promises
When the boss asks you to do something, do it promptly and thoroughly. With every problem encountered, provide solutions or alternatives for consideration.
Be ready with as many answers you can think of. Bosses like people with initiative and a “can do” attitude.
Work together
Your boss is different from you, so conflict is to be expected. Seek agreement on the easy issues, and then work collaboratively on the larger problems. Do not be aggressive; don’t make your boss lose face.
Show perseverance
Accept challenges and don’t be afraid to put forward your ideas. If you sense that your boss is showing resistance, don’t keep on pushing. Retreat for the moment and approach the subject again on another day.
Be confident
Act with confidence, even though you feel less than competent when something goes wrong.
Take responsibility, don’t blame other people and have a solution ready. You still might get a telling off, but it is likely that your boss will have fresh respect for you.
At the end of the day, if you establish a mutually respectful working relationship with your boss, your climb up the corporate ladder will be so much smoother.
Article by Ricky Lien, a specialist in conflict resolution, communication and emotional intelligence.
Building credibility
People often exaggerate to make a good strong point or story. A friend of mine opened the lid to the toilet bowl in her bathroom to discover a swimming squirrel. Slamming the lid down, she called a pest control agency to come to the rescue.
And it was amazing, she later acknowledged, how large that squirrel seemed when she first saw it compared to how small it actually was when the pest control representative pulled it out.
Likewise, in a serious business setting, exaggeration happens in numerous ways. What is the difference between lies, halftruths, omissions and cover-ups?
To build credibility, an organisation needs to be complete, current and clear. — Bloombergpic
True — but incomplete — statements can lead to false conclusions. Literal truth, when offered without complete explanation, can lead to literal lies. Knowing smiles accompanied by long silences can elicit wrong conclusions.
Intentions are on the centre stage here. Ultimately, questionable intentions in your communications cast doubt about character and culture — yours and that of your organisation.
There are other ways to lie unintentionally — through outdated data, opinions and stereotypes. With information overload, data more than two or three years old cannot support your decisions or product designs. Consequently, you have to re-collect, resurvey and re-test to stay current.
Sometimes, the better you understand something, the worse job you do in explaining it — your familiarity makes you careless in describing it.
Ambiguity creeps in when you least expect it. Meanings depend on context, tone, timing, personal experience and reference points.
Back in the days when copier equipment was said to “burn copies”, an army colonel hand-carried an important document to his new assistant and asked her to burn a copy.
When the paper did not resurface on his desk in a few days, he discovered that the assistant had recently transferred from a high-security division. She had had the document incinerated.
The best test of clarity is the result you see. Doublespeak is intentionally meant to obscure rather than enlighten with convoluted details and irrelevant facts creating a confusing image.
A financial consultant related this situation to me about her firm: “We have two boilerplate formats for our reports to clients. When we go into banks and find several ways we can help them, we use the first format. That report gives our findings and list of recommendations right up front.
“But if we go into banks and can’t find much wrong—we don’t have many recommendations for improvements and have charged them a big fee for the audit — then we use the second boilerplate.
“We begin the report with background on our company, the credentials of our auditors, the various audit procedures used, and then we finally get around to the findings and recommendations.”
She ended with: “But I don’t think we fool anybody.”
She is right. Confusing people only brings into question one’s intentions. As a person of integrity, you need to put aside lying — in all its forms. Your challenge is to be complete, be current and be clear. The result? Credibility.
Article by Dianna Booher, keynote speaker who specialises in communication and life-balance issues.
And it was amazing, she later acknowledged, how large that squirrel seemed when she first saw it compared to how small it actually was when the pest control representative pulled it out.
Likewise, in a serious business setting, exaggeration happens in numerous ways. What is the difference between lies, halftruths, omissions and cover-ups?
To build credibility, an organisation needs to be complete, current and clear. — Bloombergpic
True — but incomplete — statements can lead to false conclusions. Literal truth, when offered without complete explanation, can lead to literal lies. Knowing smiles accompanied by long silences can elicit wrong conclusions.
Intentions are on the centre stage here. Ultimately, questionable intentions in your communications cast doubt about character and culture — yours and that of your organisation.
There are other ways to lie unintentionally — through outdated data, opinions and stereotypes. With information overload, data more than two or three years old cannot support your decisions or product designs. Consequently, you have to re-collect, resurvey and re-test to stay current.
Sometimes, the better you understand something, the worse job you do in explaining it — your familiarity makes you careless in describing it.
Ambiguity creeps in when you least expect it. Meanings depend on context, tone, timing, personal experience and reference points.
Back in the days when copier equipment was said to “burn copies”, an army colonel hand-carried an important document to his new assistant and asked her to burn a copy.
When the paper did not resurface on his desk in a few days, he discovered that the assistant had recently transferred from a high-security division. She had had the document incinerated.
The best test of clarity is the result you see. Doublespeak is intentionally meant to obscure rather than enlighten with convoluted details and irrelevant facts creating a confusing image.
A financial consultant related this situation to me about her firm: “We have two boilerplate formats for our reports to clients. When we go into banks and find several ways we can help them, we use the first format. That report gives our findings and list of recommendations right up front.
“But if we go into banks and can’t find much wrong—we don’t have many recommendations for improvements and have charged them a big fee for the audit — then we use the second boilerplate.
“We begin the report with background on our company, the credentials of our auditors, the various audit procedures used, and then we finally get around to the findings and recommendations.”
She ended with: “But I don’t think we fool anybody.”
She is right. Confusing people only brings into question one’s intentions. As a person of integrity, you need to put aside lying — in all its forms. Your challenge is to be complete, be current and be clear. The result? Credibility.
Article by Dianna Booher, keynote speaker who specialises in communication and life-balance issues.
Write it right, drive home message
MANAGEMENT expert Peter Drucker claims that more than 60 per cent of all management problems result from breakdowns in communication.
A major study by the Rockefeller Foundation found that 68 per cent of customers who stopped buying from their regular suppliers did so because employees failed to communicate effectively with them.
Evidently, the ability to communicate with precision has a tremendous impact on the bottom line. One way to communicate precisely is to put it in writing.
Executives can multiply their influence by learning the techniques of forceful writing. Highpowered writers learn to focus words the way a laser beam focuses light.
Here are some guidelines:
Focus your objective. What is the purpose of the material you want to write? Writing can help you achieve the five I’s: It can inform, inquire, influence, instruct and incite.
Focus on your audience. Written materials such as reports and brochures can be valuable positioning tools. They should be written with a specific audience in mind — potential customers whom you wish to influence to buy your products or services.
Focus your content. Make sure that your message is for the right audience. Don’t let unnecessary ideas intrude on your principal message. To quote Professor William Strunk Jr, the renowned authority on English usage: “A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts.”
Focus your organisation. A good piece of writing flows like a symphony. Organise your material so that each topic flows easily and naturally to the next.
Focus your clarity. Some writers think they can hide fuzzy thinking by burying it under a mass of words. To have impact, ideas must be expressed precisely and concisely. Lincoln’s Gettysburg Address required only 275 words, and 196 of them were of one syllable.
Focus your refinement. Perfection rarely emerges from a first draft. Great writing is rough copy that has been revised and edited. Be your own toughest editor, but don’t stop there. Let others read what you have written before you submit it to your audience. You know what you meant to say, but you won’t know how others may interpret it until they read it.
Focus your results. Unless results are built in, they don’t happen. Good writing always does four things: It creates a feeling. It gives an idea. It gives the reader a benefit. It produces a desired response.
Anatomy Of An Entrepreneur by Dr Joe Jacobs, chairman of Jacobs Engineering, is a fascinating read and a good example of clear writing.
Here are a few techniques in his writing thatmay be helpful:
1 Get your thinking straight
All communication begins with thoughts. Think about the things you want to say. What is the most important point? What facts, data or arguments do youneed to support this point? Organise your points in the order of importance, along with supporting points. Then decide upon an effective, attention-getting introduction. Next, present your material in order of importance. Conclude by summarising the material or telling your readers how you want them to respond to it.
2 Write what you mean
In face-to-face communication, the speaker can receive immediate feedback from the listener. In written communication, the feedback is not immediate, and you may not receive any. So, you must get your point across accurately the first time, or your communication will be futile.
3 Get to the point
If you are writing a letter to ask for an appointment, ask for it in the opening paragraph. If you want more information, request it. If you want someone to buy something, ask for the order.
4 Be concise
Keep sentences and paragraphs short and simple. Always use the shortest and the most familiar words. Don’t endeavour when you can act. Don’t utilise an instrument for manual excavation when you can dig with a shovel.
5 Be real
Each of us has a personality, a blending of traits, thought patterns and mannerisms—which can aid us in communicating clearly. Be natural, and let the real you come through. Don’t try to write like a Harvard scholar unless you really are one.
6 Use images
A picture is worth a thousand words because we think in images or mental pictures.A good example is the term that once divided the Communist world from the Free World. It was just another political boundary until Winston Churchill made it more vivid by calling it the “Iron Curtain”.
When you have an abstract idea you want to express, try to think of something familiar to liken it to. Make sure it’s familiar to you and to your audience.
Communication is not a nice-to-have skill. It is essential to success in the business world. To produce and market the products and services to support the billions of people who now inhabit the earth requires levels of communication that was undreamt of in previous centuries.
When the quality of your product depends upon the collective efforts of dozens, hundreds or thousands of individuals, communication becomes the lifeblood of your enterprise.
Article by Nido Qubein, a motivational speaker, business consultant, educator and author.
A major study by the Rockefeller Foundation found that 68 per cent of customers who stopped buying from their regular suppliers did so because employees failed to communicate effectively with them.
Evidently, the ability to communicate with precision has a tremendous impact on the bottom line. One way to communicate precisely is to put it in writing.
Executives can multiply their influence by learning the techniques of forceful writing. Highpowered writers learn to focus words the way a laser beam focuses light.
Here are some guidelines:
Focus your objective. What is the purpose of the material you want to write? Writing can help you achieve the five I’s: It can inform, inquire, influence, instruct and incite.
Focus on your audience. Written materials such as reports and brochures can be valuable positioning tools. They should be written with a specific audience in mind — potential customers whom you wish to influence to buy your products or services.
Focus your content. Make sure that your message is for the right audience. Don’t let unnecessary ideas intrude on your principal message. To quote Professor William Strunk Jr, the renowned authority on English usage: “A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts.”
Focus your organisation. A good piece of writing flows like a symphony. Organise your material so that each topic flows easily and naturally to the next.
Focus your clarity. Some writers think they can hide fuzzy thinking by burying it under a mass of words. To have impact, ideas must be expressed precisely and concisely. Lincoln’s Gettysburg Address required only 275 words, and 196 of them were of one syllable.
Focus your refinement. Perfection rarely emerges from a first draft. Great writing is rough copy that has been revised and edited. Be your own toughest editor, but don’t stop there. Let others read what you have written before you submit it to your audience. You know what you meant to say, but you won’t know how others may interpret it until they read it.
Focus your results. Unless results are built in, they don’t happen. Good writing always does four things: It creates a feeling. It gives an idea. It gives the reader a benefit. It produces a desired response.
Anatomy Of An Entrepreneur by Dr Joe Jacobs, chairman of Jacobs Engineering, is a fascinating read and a good example of clear writing.
Here are a few techniques in his writing thatmay be helpful:
1 Get your thinking straight
All communication begins with thoughts. Think about the things you want to say. What is the most important point? What facts, data or arguments do youneed to support this point? Organise your points in the order of importance, along with supporting points. Then decide upon an effective, attention-getting introduction. Next, present your material in order of importance. Conclude by summarising the material or telling your readers how you want them to respond to it.
2 Write what you mean
In face-to-face communication, the speaker can receive immediate feedback from the listener. In written communication, the feedback is not immediate, and you may not receive any. So, you must get your point across accurately the first time, or your communication will be futile.
3 Get to the point
If you are writing a letter to ask for an appointment, ask for it in the opening paragraph. If you want more information, request it. If you want someone to buy something, ask for the order.
4 Be concise
Keep sentences and paragraphs short and simple. Always use the shortest and the most familiar words. Don’t endeavour when you can act. Don’t utilise an instrument for manual excavation when you can dig with a shovel.
5 Be real
Each of us has a personality, a blending of traits, thought patterns and mannerisms—which can aid us in communicating clearly. Be natural, and let the real you come through. Don’t try to write like a Harvard scholar unless you really are one.
6 Use images
A picture is worth a thousand words because we think in images or mental pictures.A good example is the term that once divided the Communist world from the Free World. It was just another political boundary until Winston Churchill made it more vivid by calling it the “Iron Curtain”.
When you have an abstract idea you want to express, try to think of something familiar to liken it to. Make sure it’s familiar to you and to your audience.
Communication is not a nice-to-have skill. It is essential to success in the business world. To produce and market the products and services to support the billions of people who now inhabit the earth requires levels of communication that was undreamt of in previous centuries.
When the quality of your product depends upon the collective efforts of dozens, hundreds or thousands of individuals, communication becomes the lifeblood of your enterprise.
Article by Nido Qubein, a motivational speaker, business consultant, educator and author.
Use EQ at the service counter
Emotional intelligence (EQ) addresses competencies for recognising and managing our own and others’ emotions. These competencies are vital for anyone who is engaged in social activities because emotions serve as the “social lubricant” for interactions between individuals.
Salovey and mayer, the researchers who coined the term “emotional intelligence”, define it as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions”.
There is an intelligence based on emotion, and people who have this capacity are less depressed, healthier, more employable, and have better relationships.
The ability of service employees to sense, understand, and effectively apply the power and acumen of emotions as a source of positive energy, information, creativity and influence helps to develop their resilience to serve more effectively in challenging times.
Resilience is the ability to thrive in difficult situations, and to achieve customer satisfaction and service fulfilment at work despite the challenges at hand.
Having high levels of resilience in service during turbulent times offers you a different way of looking at difficult service situations and helps you to emerge with greater emotional strength and maturity.
The links between EQ, resilience and performance are powerful. High EQ correlates with higher resilience and greater effectiveness in service delivery.
Resilient service employees are pragmatic. they know that they can control challenging customer situations and the choices they make in response to these situations.
They set service goals and avoid brooding or complaining. They are resourceful and find creative ways to deliver service excellence.
An emotionally intelligent service employee will shift his attention from what has happened to him in the service encounter to what he is going to do. He is guided by thoughts, emotions and actions which are all carefully considered.
This approach is very useful in managing difficult customers and ultimately paves the way for service employees to fulfil their delivery goals.
Service objectives form the “big picture” in dealing with customers. This big picture serves as a unifying force, making it easier for service employees to integrate thoughts and feelings to serve more effectively.
In the process, they sharpen their self-awareness and management skills, and become better at customer-relationship building, effective problem-solving, adaptability and excellent service delivery.
A strong EQ quotient and a deep understanding of service activities provide the foundation for resilient service delivery.
Once this foundation is established, the service employee can use an action plan for solving problems at work.
Article by Seow Bee Leng, principal trainer of Continuum Learning.
Salovey and mayer, the researchers who coined the term “emotional intelligence”, define it as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions”.
There is an intelligence based on emotion, and people who have this capacity are less depressed, healthier, more employable, and have better relationships.
The ability of service employees to sense, understand, and effectively apply the power and acumen of emotions as a source of positive energy, information, creativity and influence helps to develop their resilience to serve more effectively in challenging times.
Resilience is the ability to thrive in difficult situations, and to achieve customer satisfaction and service fulfilment at work despite the challenges at hand.
Having high levels of resilience in service during turbulent times offers you a different way of looking at difficult service situations and helps you to emerge with greater emotional strength and maturity.
The links between EQ, resilience and performance are powerful. High EQ correlates with higher resilience and greater effectiveness in service delivery.
Resilient service employees are pragmatic. they know that they can control challenging customer situations and the choices they make in response to these situations.
They set service goals and avoid brooding or complaining. They are resourceful and find creative ways to deliver service excellence.
An emotionally intelligent service employee will shift his attention from what has happened to him in the service encounter to what he is going to do. He is guided by thoughts, emotions and actions which are all carefully considered.
This approach is very useful in managing difficult customers and ultimately paves the way for service employees to fulfil their delivery goals.
Service objectives form the “big picture” in dealing with customers. This big picture serves as a unifying force, making it easier for service employees to integrate thoughts and feelings to serve more effectively.
In the process, they sharpen their self-awareness and management skills, and become better at customer-relationship building, effective problem-solving, adaptability and excellent service delivery.
A strong EQ quotient and a deep understanding of service activities provide the foundation for resilient service delivery.
Once this foundation is established, the service employee can use an action plan for solving problems at work.
Article by Seow Bee Leng, principal trainer of Continuum Learning.
Hiring for the long-term
HIRING the right people is one of the most crucial steps in ensuring productivity and continuity for your business. Only with the right resources can you confidently support your organisation’s continued growth targets and competitiveness.
It is critical that leaders not only hire people who are good at what they do, but who also are a good cultural fit within the organisation.
The impact on organisational success associated with losing top performers is well-documented and is forcing businesses to reassess their recruiting and retention strategies.
While the key to successful recruitment is in the hiring process, a lot has to do with the company’s existing culture.
The top two reasons people leave their jobs and subsequently take on others is to ensure career development and recognition for their efforts.
Forward thinking companies are realising that hiring and keeping talent comes through matching business goals with employee goals. The most common reason people leave jobs is not due to a failure to meet job requirements but the failure to fit into the organisational culture from the start.
It is helpful to benchmark your best performers and identify what attributes make them a success for those specific roles. Also look at how they compare with the top industry performers.
Armed with this information, organisations can effectively measure where their workforce populations are, compared to where the company wants them to be in the future.
They are also better equipped to adjust their corporate culture to ensure it entices the talent and helps to drive future recruitment programs.
Is the fit right?
When it comes to the nuts and bolts of recruitment, there are a number of strategies you can employ. Let your team know you are looking for staff. Tapping into local networks is ideal, and ask your staff to spread the word among their friends and colleagues in similar industries.
Determine what attributes make up the ideal candidate before you start the hiring process. Develop a job description, working collaboratively with the relevant team members and human resource (HR) personnel.
Define the desired experience and behavioural and personality characteristics for the position, and ensure the job listings reflect these attributes.
In the interview, avoid dominating the conversation. While it is important to communicate what is expected of the candidate, let the applicant do the talking.
Observe their communication and presentation skills. Take into account body language, and overall confidence. Does the applicant look you in the eye during conversation? Does he engage everyone in the room, making sure to include all present in the conversation?
Ask behavioural-based questions such as, “Can you tell me about a time you had to resolve a difficult client situation?”
Ask the candidate about the highs and lows of his career, and why he is leaving his previous position. These types of questions are useful in identifying behavioural characteristics.
While qualifications are important, it is also necessary to consider personality and whether the individual will work cohesively with the current team and fit into the culture of the organisation.
“Hire for attitude, train for skill” is the adage that many organisations are increasingly abiding by. Thus, hiring and training practices that promote cultural fit is one of the key elements in retaining staff, an investment that will save you from the ongoing battle for good staff in the long term.
Design and implement an orientation programme that aims to promote affiliation with the new hires. In this orientation programme, avoid inundating them with too much company information but rather encourage activities that promote feelings of belonging.
Due diligence
Take notice of the background checks youwill be conducting.Many employees or HR personnel have already made up their minds by this stage and are only contacting referees as a formality. It is important to take into account what previous employers say about your candidate.
Ask the right questions and specifically address your applicant’s weaknesses. If the applicant has refused to provide a referee from their previous place of work without an explanation, question this and take it into account. Feedback from previous employees will also provide more behavioural information on the candidate.
Be smart about hiring new staff for the future. Having a proactive approach pays off. Even if you don’t have a position currently available, rounding up a pool of readily available contacts will help in the future when you need staff quickly. Even if those immediate contacts are not available themselves, they will have contacts for you.
To remain competitive, companies need to hold on to their high achievers. The most important thing to remember is that this struggle begins at the hiring process.
Avoid high replacement costs and retain your “top performers” by hiring smart in the first place, and keeping cultural fit at the top of your mind.
Article by Sattar Bawany, head of Transition Coaching Practice at DBM Asia Pacific.
It is critical that leaders not only hire people who are good at what they do, but who also are a good cultural fit within the organisation.
The impact on organisational success associated with losing top performers is well-documented and is forcing businesses to reassess their recruiting and retention strategies.
While the key to successful recruitment is in the hiring process, a lot has to do with the company’s existing culture.
The top two reasons people leave their jobs and subsequently take on others is to ensure career development and recognition for their efforts.
Forward thinking companies are realising that hiring and keeping talent comes through matching business goals with employee goals. The most common reason people leave jobs is not due to a failure to meet job requirements but the failure to fit into the organisational culture from the start.
It is helpful to benchmark your best performers and identify what attributes make them a success for those specific roles. Also look at how they compare with the top industry performers.
Armed with this information, organisations can effectively measure where their workforce populations are, compared to where the company wants them to be in the future.
They are also better equipped to adjust their corporate culture to ensure it entices the talent and helps to drive future recruitment programs.
Is the fit right?
When it comes to the nuts and bolts of recruitment, there are a number of strategies you can employ. Let your team know you are looking for staff. Tapping into local networks is ideal, and ask your staff to spread the word among their friends and colleagues in similar industries.
Determine what attributes make up the ideal candidate before you start the hiring process. Develop a job description, working collaboratively with the relevant team members and human resource (HR) personnel.
Define the desired experience and behavioural and personality characteristics for the position, and ensure the job listings reflect these attributes.
In the interview, avoid dominating the conversation. While it is important to communicate what is expected of the candidate, let the applicant do the talking.
Observe their communication and presentation skills. Take into account body language, and overall confidence. Does the applicant look you in the eye during conversation? Does he engage everyone in the room, making sure to include all present in the conversation?
Ask behavioural-based questions such as, “Can you tell me about a time you had to resolve a difficult client situation?”
Ask the candidate about the highs and lows of his career, and why he is leaving his previous position. These types of questions are useful in identifying behavioural characteristics.
While qualifications are important, it is also necessary to consider personality and whether the individual will work cohesively with the current team and fit into the culture of the organisation.
“Hire for attitude, train for skill” is the adage that many organisations are increasingly abiding by. Thus, hiring and training practices that promote cultural fit is one of the key elements in retaining staff, an investment that will save you from the ongoing battle for good staff in the long term.
Design and implement an orientation programme that aims to promote affiliation with the new hires. In this orientation programme, avoid inundating them with too much company information but rather encourage activities that promote feelings of belonging.
Due diligence
Take notice of the background checks youwill be conducting.Many employees or HR personnel have already made up their minds by this stage and are only contacting referees as a formality. It is important to take into account what previous employers say about your candidate.
Ask the right questions and specifically address your applicant’s weaknesses. If the applicant has refused to provide a referee from their previous place of work without an explanation, question this and take it into account. Feedback from previous employees will also provide more behavioural information on the candidate.
Be smart about hiring new staff for the future. Having a proactive approach pays off. Even if you don’t have a position currently available, rounding up a pool of readily available contacts will help in the future when you need staff quickly. Even if those immediate contacts are not available themselves, they will have contacts for you.
To remain competitive, companies need to hold on to their high achievers. The most important thing to remember is that this struggle begins at the hiring process.
Avoid high replacement costs and retain your “top performers” by hiring smart in the first place, and keeping cultural fit at the top of your mind.
Article by Sattar Bawany, head of Transition Coaching Practice at DBM Asia Pacific.
Saturday, May 08, 2010
Sharpen your team’s abilities
Think about this for a moment: If you were given an afternoon to chop down a tree with an axe all by yourself, what would you do?
Would you: (a) start working on it right away? (b) analyse the structure of the tree and design a strategy? (c) take other action?
I asked 300 managers this question. About 35 per cent of them said they would start chopping the tree right away and 60 per cent said they would first analyse the situation and design a plan to execute the task. Only 5 per cent chose to take other actions, such as “waiting for the right moment”; “getting whatever help they might need”; or “seeking an expert’s advice”.
What would you do?
Take a cue from Abraham Lincoln, one of America’s greatest presidents. He said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
Simply pushing employees with kPis or threatening them with negative repercussions for bad performance is counterproductive.
Having chopped down many trees for a living as a young man, Lincoln knew how to be effective at the task. That is, when all you have is an axe to chop down a tree, you must make sure the axe is as sharp as it can be.
In business, it means making sure that your best assets are up to the job. This simple strategy has enormous implications for today’s corporate executives.
One of the most important assets in any organisation is its people. Ask any business leader and he will tell you that one capable and motivated employee is sometimes more useful than five incapable or unmotivated ones.
So, in what ways can, or should, a manager sharpen his people?
Broadly, it involves two things: first, increasing their level of competence; and second, enhancing their level of motivation and confidence.
Productive approach
It is important to make sure that your group members are equipped with the necessary skills and knowledge to perform their tasks. Simply pushing employees with KPIs or threatening them with negative repercussions for bad performance is counterproductive.
A more productive approach is to equip them with effective thinking skills, problem-solving strategies, decision-making techniques, customer service techniques, and whatever else is relevant. In short, competence levels cannot be enforced. They can only be achieved with proper learning and experience.
Instil confidence
Studies have shown that people work best when they feel confident and motivated. One vital goal you must achieve as a corporate leader is to ensure that the individuals in your group are motivated enough to do their job to the best of their abilities.
Unfortunately, most managers do not see this goal as an important objective and it is often written off as a non-critical issue, resulting in employees feeling demoralised and leading to declining performance.
There are many ways to motivate your people and instil in them a sense of confidence. Among other things, a leader can help his people achieve a sense of belonging by appreciating their presence, a sense of achievement by praising their work and a sense of importance by acknowledging their unique strengths.
Positive leadership
Demonstrating a positive mood as a leader is also critical.
A study showed that when leaders are positive (for example, being thankful and optimistic instead of being spiteful and sarcastic), their group members tend to experience more optimism and less disappointment, exhibit more positive than negative behaviours, and expend less effort to achieve their tasks compared with groups with leaders who are negative.
You cannot inspire everyone by your bravery, embolden everyone with your encouragement or spur everyone with your fool-proof plans. But as a leader, you can and must try to increase your staff’s levels of competence and motivation. Unless this twin goal is achieved, a leader is short-changing his organisation.
Today’s organisations are filled with well-educated and experienced managers. However, a competent manager with a team of competent and motivated employees can accomplish so much more.
Would you: (a) start working on it right away? (b) analyse the structure of the tree and design a strategy? (c) take other action?
I asked 300 managers this question. About 35 per cent of them said they would start chopping the tree right away and 60 per cent said they would first analyse the situation and design a plan to execute the task. Only 5 per cent chose to take other actions, such as “waiting for the right moment”; “getting whatever help they might need”; or “seeking an expert’s advice”.
What would you do?
Take a cue from Abraham Lincoln, one of America’s greatest presidents. He said: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
Simply pushing employees with kPis or threatening them with negative repercussions for bad performance is counterproductive.
Having chopped down many trees for a living as a young man, Lincoln knew how to be effective at the task. That is, when all you have is an axe to chop down a tree, you must make sure the axe is as sharp as it can be.
In business, it means making sure that your best assets are up to the job. This simple strategy has enormous implications for today’s corporate executives.
One of the most important assets in any organisation is its people. Ask any business leader and he will tell you that one capable and motivated employee is sometimes more useful than five incapable or unmotivated ones.
So, in what ways can, or should, a manager sharpen his people?
Broadly, it involves two things: first, increasing their level of competence; and second, enhancing their level of motivation and confidence.
Productive approach
It is important to make sure that your group members are equipped with the necessary skills and knowledge to perform their tasks. Simply pushing employees with KPIs or threatening them with negative repercussions for bad performance is counterproductive.
A more productive approach is to equip them with effective thinking skills, problem-solving strategies, decision-making techniques, customer service techniques, and whatever else is relevant. In short, competence levels cannot be enforced. They can only be achieved with proper learning and experience.
Instil confidence
Studies have shown that people work best when they feel confident and motivated. One vital goal you must achieve as a corporate leader is to ensure that the individuals in your group are motivated enough to do their job to the best of their abilities.
Unfortunately, most managers do not see this goal as an important objective and it is often written off as a non-critical issue, resulting in employees feeling demoralised and leading to declining performance.
There are many ways to motivate your people and instil in them a sense of confidence. Among other things, a leader can help his people achieve a sense of belonging by appreciating their presence, a sense of achievement by praising their work and a sense of importance by acknowledging their unique strengths.
Positive leadership
Demonstrating a positive mood as a leader is also critical.
A study showed that when leaders are positive (for example, being thankful and optimistic instead of being spiteful and sarcastic), their group members tend to experience more optimism and less disappointment, exhibit more positive than negative behaviours, and expend less effort to achieve their tasks compared with groups with leaders who are negative.
You cannot inspire everyone by your bravery, embolden everyone with your encouragement or spur everyone with your fool-proof plans. But as a leader, you can and must try to increase your staff’s levels of competence and motivation. Unless this twin goal is achieved, a leader is short-changing his organisation.
Today’s organisations are filled with well-educated and experienced managers. However, a competent manager with a team of competent and motivated employees can accomplish so much more.
Engage with e-learning
Save costs and time, and have engaged participants -— these are advantages enjoyed by companies that employ electronic learning (or e-learning) programmes. Most workplace learning occurs through informal learning processes: workers find the information they need to do their jobs. A smaller percentage usually takes place through formal learning programmes driven by employers.
This means that formal training, where most money and effort are spent, only addresses a small portion of learning whereas most learning occurs in the workplace, where the least support is available.
a powerful search engine will enable learners to find what they need quickly and easily, whether it is a course, a book or another informal learning asset. - aPpic
Cost-effective way to learn
To maximise value at the point of demand, organisations should adopt a multi-channel learning strategy. One of the most cost-effective ways is engagement through e-learning. Successful e-learning is based on active participation in problem-solving and critical thinking. Some of the benefits of an e-learning programme include:
Instructionally sound courses with current and relevant content that can be customised;
Convenient access to a wide range of course and reading content;
Rapid content assembly to support the fast delivery of blended learning; and
Capability to track, report and measure learning results.
Solutions to training issues
High costs for instructor-led training, a globally dispersed workforce, differing schedules and logistical issues at times hinder actual training.
The use of e-learning overcomes many of these issues as it is Webbased and provides access anytime and from anywhere. Participants may even view relevant courses in their native languages.
The right learning model
The ideal blended learning model integrates a wide range of functions that empower learners to participate in several formal and informal learning activities.
High-quality blended learning establishes a balance between the instructional advantages for the learner and the learning objective. It allows learners to pick and choose how they want to learn and affords them the flexibility and convenience of when they want to do it.
A true blended solution includes online courses, online access to reference materials (such as books and white papers), instructor-led training, mentoring by seasoned experts and other information resources. These resources should be readily available by utilising a search function to quickly allow access to the learning asset at the moment of need.
Set learning goals
Well-designed e-learning content does a good job of addressing technical and business skills. However, it is important to set learning goals that are mapped to your strategic corporate goals to ensure that what you teach your workforce will benefit your company.
Content should ideally apply to all levels and all functions within the employee base, ensuring that your learning investment is directly correlated to desired business outcomes.
It is important to think about informal learning resources and to find a learning partner that has the depth of informal content to meet your needs. This includes access to unabridged online books on a range of subjects including information technology, business skills, desktop skills and other targeted subjects; live mentors to assist learners with questions; and concise articles that learners can take with them to use as refreshers of previous learned skills or even as idea starters.
Learning made effective
There are many important components to the technology (for example, learning management systems, courseware, simulations, job aids, virtual meeting and rapid design tools) that delivers your e-learning courses and helps you manage your learning programmes, including finding what you need easily, tracking or reporting on what learners have accomplished, compatibility with standards and customisation of the user interface.
A powerful search engine will enable learners to find what they need quickly and easily, whether it is a course, a book or another informal learning asset. Additionally, the search should have the ability to return your custom content within the same integrated search result.
Tracking and reporting on learner progress and course completion is a critical part of the technology requirements. It is important to find comprehensive reporting options to allow administrators to easily monitor learning progress and to export the results for use in external reporting.
Ensuring success
It is not enough to buy courses and provide them to your work force. There are many aspects of the learning programme that need to be managed and implemented to increase the success rate of your initiative. These include:
Good programme design;
Establishing programme objectives and strategy and defining success criteria;
Curriculum design, based on competency and training initiatives;
Technical planning, developing a deployment strategy; and
Marketing and communication: determining target audiences, launching the programme and promoting it.
A good e-learning partner should offer assistance in all of these areas, in addition to other administrative tasks.
Measuring success
There are a few areas that your company can and should measure—cost savings measured against your current training programme, and the value measurement process that measures the operational or business improvements resulting from training that is strategically aligned with business goals.
Business impact may be measured as monetary return on investment, process improvement or both. It is through these measurements that your company can gauge the success of your learning programme as a whole and more notably, how it measures against strategic corporate goals.
Article by Peter Kokkinos, director, Asia, at SkillSoft Asia Pacific.
This means that formal training, where most money and effort are spent, only addresses a small portion of learning whereas most learning occurs in the workplace, where the least support is available.
a powerful search engine will enable learners to find what they need quickly and easily, whether it is a course, a book or another informal learning asset. - aPpic
Cost-effective way to learn
To maximise value at the point of demand, organisations should adopt a multi-channel learning strategy. One of the most cost-effective ways is engagement through e-learning. Successful e-learning is based on active participation in problem-solving and critical thinking. Some of the benefits of an e-learning programme include:
Instructionally sound courses with current and relevant content that can be customised;
Convenient access to a wide range of course and reading content;
Rapid content assembly to support the fast delivery of blended learning; and
Capability to track, report and measure learning results.
Solutions to training issues
High costs for instructor-led training, a globally dispersed workforce, differing schedules and logistical issues at times hinder actual training.
The use of e-learning overcomes many of these issues as it is Webbased and provides access anytime and from anywhere. Participants may even view relevant courses in their native languages.
The right learning model
The ideal blended learning model integrates a wide range of functions that empower learners to participate in several formal and informal learning activities.
High-quality blended learning establishes a balance between the instructional advantages for the learner and the learning objective. It allows learners to pick and choose how they want to learn and affords them the flexibility and convenience of when they want to do it.
A true blended solution includes online courses, online access to reference materials (such as books and white papers), instructor-led training, mentoring by seasoned experts and other information resources. These resources should be readily available by utilising a search function to quickly allow access to the learning asset at the moment of need.
Set learning goals
Well-designed e-learning content does a good job of addressing technical and business skills. However, it is important to set learning goals that are mapped to your strategic corporate goals to ensure that what you teach your workforce will benefit your company.
Content should ideally apply to all levels and all functions within the employee base, ensuring that your learning investment is directly correlated to desired business outcomes.
It is important to think about informal learning resources and to find a learning partner that has the depth of informal content to meet your needs. This includes access to unabridged online books on a range of subjects including information technology, business skills, desktop skills and other targeted subjects; live mentors to assist learners with questions; and concise articles that learners can take with them to use as refreshers of previous learned skills or even as idea starters.
Learning made effective
There are many important components to the technology (for example, learning management systems, courseware, simulations, job aids, virtual meeting and rapid design tools) that delivers your e-learning courses and helps you manage your learning programmes, including finding what you need easily, tracking or reporting on what learners have accomplished, compatibility with standards and customisation of the user interface.
A powerful search engine will enable learners to find what they need quickly and easily, whether it is a course, a book or another informal learning asset. Additionally, the search should have the ability to return your custom content within the same integrated search result.
Tracking and reporting on learner progress and course completion is a critical part of the technology requirements. It is important to find comprehensive reporting options to allow administrators to easily monitor learning progress and to export the results for use in external reporting.
Ensuring success
It is not enough to buy courses and provide them to your work force. There are many aspects of the learning programme that need to be managed and implemented to increase the success rate of your initiative. These include:
Good programme design;
Establishing programme objectives and strategy and defining success criteria;
Curriculum design, based on competency and training initiatives;
Technical planning, developing a deployment strategy; and
Marketing and communication: determining target audiences, launching the programme and promoting it.
A good e-learning partner should offer assistance in all of these areas, in addition to other administrative tasks.
Measuring success
There are a few areas that your company can and should measure—cost savings measured against your current training programme, and the value measurement process that measures the operational or business improvements resulting from training that is strategically aligned with business goals.
Business impact may be measured as monetary return on investment, process improvement or both. It is through these measurements that your company can gauge the success of your learning programme as a whole and more notably, how it measures against strategic corporate goals.
Article by Peter Kokkinos, director, Asia, at SkillSoft Asia Pacific.
Put more energy into your job search
IF you are looking for a job, what is the way to stand out from the crowd and improve your chances of getting hired? The answer lies in understanding your conduct in your daily life.
You don’t climb the stairs to reach a higher storey when you can take a lift. You don’t walk up to the TV to flip channels when you can do so with a remote control. And you don’t visit a bank when a transaction can be completed over the Internet.
From dishwashers and washing machines to software, online reservations and ready-to-eat foods, most of the gadgets, technologies and services are aimed at a basic human quest: to minimise effort and time.
Get directly in touch with potential employers even if they have not advertised any vacancy. - Bloombergpic
When it comes to the job market, however, the tendency to minimise effort and time can prove to be counter- productive. But, if you stay off the path of least effort during your job search, you could enjoy better prospects. Here is how it works:
The resumé
The quickest way to apply for a job is to update an old resumé and send it out to as many employers as possible. That is the path of least effort, often leading to not-so-favourable outcomes.
First, when you prepare a resumé without spending sufficient effort and time on it, it is likely to be longer than necessary, vague, complex, unimpressive and may contain errors.
Second, when you send a standard resumé to multiple employers, it fails to connect with their unique requirements and convey your true value. The likely destination of all such resumés is the rejection pile.
If you wish to open doors for interviews, make an effort to:
tailor your resumé according to each potential employer’s unique needs;
keep it short — two or three pages is enough;
make the information easy to grasp by using bullets and headings/subheadings;
use short and clear sentences;
support your credentials with specific examples and data; and
avoid grammatical and spelling errors.
These actions require more effort and time, but they are worth it, for recruiters pay attention to resumés that are relevant, clear and tailored to their unique needs.
Job opportunities
The conventional way to search for a job is to look for openings in the newspaper and on the Internet. In addition, you could try two more simple but proven strategies, which require extra effort.
First, go for networking! Get in touch with all your friends, colleagues and relatives, and seek their help in guiding you to new job opportunities. Networking is like adding 40 to 50 more pairs of eyes to your own to look out for a new job.
Another powerful strategy is to get directly in touch with potential employers even if they have not advertised any vacancy. This method requires guts, but it works if you can contact the right person at the right place.
Interviews
If you present yourself at an interview with a mindset that an interview is about answering questions, you are part of the crowd. Most people expect recruiters to ask probing questions to dig out relevant information and then make an assessment of their suitability.
Now, imagine a job seeker who takes the lead during an interview to not only demonstrate an understanding of the employer’s challenges, but also shows how she, with her relevant credentials, could meet those challenges. Don’t you think recruiters would be inclined to go for such a promising candidate?
The key is not to present yourself in an interview as a bundle of degrees, certificates and designations. Instead, do your homework before an interview and present yourself as the best solution to the employer’s specific challenges.
The bottom line: Remember, the tendency to go down the path of least effort is natural, but the job market is more likely to reward you if you deliberately put in extra effort at every stage of your job search process.
Article by Atul Mathur, an engineer, writer and speaker.
You don’t climb the stairs to reach a higher storey when you can take a lift. You don’t walk up to the TV to flip channels when you can do so with a remote control. And you don’t visit a bank when a transaction can be completed over the Internet.
From dishwashers and washing machines to software, online reservations and ready-to-eat foods, most of the gadgets, technologies and services are aimed at a basic human quest: to minimise effort and time.
Get directly in touch with potential employers even if they have not advertised any vacancy. - Bloombergpic
When it comes to the job market, however, the tendency to minimise effort and time can prove to be counter- productive. But, if you stay off the path of least effort during your job search, you could enjoy better prospects. Here is how it works:
The resumé
The quickest way to apply for a job is to update an old resumé and send it out to as many employers as possible. That is the path of least effort, often leading to not-so-favourable outcomes.
First, when you prepare a resumé without spending sufficient effort and time on it, it is likely to be longer than necessary, vague, complex, unimpressive and may contain errors.
Second, when you send a standard resumé to multiple employers, it fails to connect with their unique requirements and convey your true value. The likely destination of all such resumés is the rejection pile.
If you wish to open doors for interviews, make an effort to:
tailor your resumé according to each potential employer’s unique needs;
keep it short — two or three pages is enough;
make the information easy to grasp by using bullets and headings/subheadings;
use short and clear sentences;
support your credentials with specific examples and data; and
avoid grammatical and spelling errors.
These actions require more effort and time, but they are worth it, for recruiters pay attention to resumés that are relevant, clear and tailored to their unique needs.
Job opportunities
The conventional way to search for a job is to look for openings in the newspaper and on the Internet. In addition, you could try two more simple but proven strategies, which require extra effort.
First, go for networking! Get in touch with all your friends, colleagues and relatives, and seek their help in guiding you to new job opportunities. Networking is like adding 40 to 50 more pairs of eyes to your own to look out for a new job.
Another powerful strategy is to get directly in touch with potential employers even if they have not advertised any vacancy. This method requires guts, but it works if you can contact the right person at the right place.
Interviews
If you present yourself at an interview with a mindset that an interview is about answering questions, you are part of the crowd. Most people expect recruiters to ask probing questions to dig out relevant information and then make an assessment of their suitability.
Now, imagine a job seeker who takes the lead during an interview to not only demonstrate an understanding of the employer’s challenges, but also shows how she, with her relevant credentials, could meet those challenges. Don’t you think recruiters would be inclined to go for such a promising candidate?
The key is not to present yourself in an interview as a bundle of degrees, certificates and designations. Instead, do your homework before an interview and present yourself as the best solution to the employer’s specific challenges.
The bottom line: Remember, the tendency to go down the path of least effort is natural, but the job market is more likely to reward you if you deliberately put in extra effort at every stage of your job search process.
Article by Atul Mathur, an engineer, writer and speaker.
Quiet, please
Achieving “speech privacy” in open-plan offices is a difficult thing. With the range of voices, volumes and tones, it is difficult to totally ignore the conversations that inevitably break your concentration.
It does not help that the human ear was designed to pick up structured sounds (such as speech or music).
Find a quiet space in an unused conference room. — APpic
Here are a few tips on how to deal with office noise:
1 WEAR HEADPHONES
Noise-cancelling headphones are great for this but are often expensive. There are much cheaper (and low-tech) options available. Over-ear (meaning the big ones that cover your ear) or in-ear buds typically block out most interference, and the right music can be just the thing to lower your stress level or help you focus. Music with lyrics tends to be distracting, so this option may not be best for you.
2 BUY A WHITE NOISE MACHINE
There is a huge range of white noise products to help you achieve speech privacy in your open office. They range from very inexpensive CDs that loop a white noise track to very high-quality, multi-channel products designed to treat entire offices or buildings. The best solution for you will depend in part on how much space you want to treat.
3 FIND A QUIET SPACE
Most offices have unused conference rooms, and these make great spots when you need to get away from the office banter and do some really focused work.
4 DISCUSS YOUR CONCERNS
Do this in a meeting with your supervisor and offer constructive suggestions. The creation of a team or office-wide noise management policy can often be quite effective and helpful.
However, avoid using the meeting to vent about your coworkers. This is not the right forum for this, and it may cost you to lose credibility. Remember: you are concerned for the team and are trying to make the work environment more productive and comfortable for all. Complaining can make the situation sound like a personal problem.
5 SHARE YOUR CONCERNS WITH THE NOISY CO-WORKER
This can be difficult, and should obviously be given careful thought before you even ask for a discussion.
Here are some ideas to help avoid an uncomfortable confrontation:
● Ask to speak with the noisy co-worker in private and be direct. Don’t hint, but be tactful. After all, you do have to continue working with this person. Above all, avoid the “backdoor approach” of making sarcastic comments in front of other team members. Such a passive-aggressive approach generally only offends the noisy co-worker, and in the end, is rarely effective.
● Give your noisy co-worker the benefit of the doubt. Many people just have voices that carry and aren’t intentionally being loud.
● Be willing to meet him or her halfway, by implementing one of the Tips 1 to 3 above. People with naturally loud voices can make significant efforts at lowering their volume or “phone voice” yet still remain a distraction.
Above all, do not just sit there and grit your teeth. There is more to the “tools of the trade” than just a computer and a telephone. Your environment and workspace are part of the equation. Addressing open office speech privacy concerns early can save you a lot of stress.
Article by Frank Barnett.
It does not help that the human ear was designed to pick up structured sounds (such as speech or music).
Find a quiet space in an unused conference room. — APpic
Here are a few tips on how to deal with office noise:
1 WEAR HEADPHONES
Noise-cancelling headphones are great for this but are often expensive. There are much cheaper (and low-tech) options available. Over-ear (meaning the big ones that cover your ear) or in-ear buds typically block out most interference, and the right music can be just the thing to lower your stress level or help you focus. Music with lyrics tends to be distracting, so this option may not be best for you.
2 BUY A WHITE NOISE MACHINE
There is a huge range of white noise products to help you achieve speech privacy in your open office. They range from very inexpensive CDs that loop a white noise track to very high-quality, multi-channel products designed to treat entire offices or buildings. The best solution for you will depend in part on how much space you want to treat.
3 FIND A QUIET SPACE
Most offices have unused conference rooms, and these make great spots when you need to get away from the office banter and do some really focused work.
4 DISCUSS YOUR CONCERNS
Do this in a meeting with your supervisor and offer constructive suggestions. The creation of a team or office-wide noise management policy can often be quite effective and helpful.
However, avoid using the meeting to vent about your coworkers. This is not the right forum for this, and it may cost you to lose credibility. Remember: you are concerned for the team and are trying to make the work environment more productive and comfortable for all. Complaining can make the situation sound like a personal problem.
5 SHARE YOUR CONCERNS WITH THE NOISY CO-WORKER
This can be difficult, and should obviously be given careful thought before you even ask for a discussion.
Here are some ideas to help avoid an uncomfortable confrontation:
● Ask to speak with the noisy co-worker in private and be direct. Don’t hint, but be tactful. After all, you do have to continue working with this person. Above all, avoid the “backdoor approach” of making sarcastic comments in front of other team members. Such a passive-aggressive approach generally only offends the noisy co-worker, and in the end, is rarely effective.
● Give your noisy co-worker the benefit of the doubt. Many people just have voices that carry and aren’t intentionally being loud.
● Be willing to meet him or her halfway, by implementing one of the Tips 1 to 3 above. People with naturally loud voices can make significant efforts at lowering their volume or “phone voice” yet still remain a distraction.
Above all, do not just sit there and grit your teeth. There is more to the “tools of the trade” than just a computer and a telephone. Your environment and workspace are part of the equation. Addressing open office speech privacy concerns early can save you a lot of stress.
Article by Frank Barnett.
Saturday, May 01, 2010
No train, no gain
MANY companies view training as something they will spend their money on only if they have to.
Usually, when pruning the company or department budget, this is often the first area that gets the chop. And yet can you really afford not to?
Dr Donald Wetmore, a time management specialist from the United States, told online e-zine Activepro why training is no longer just an option:
■ Training is not a cost. It is an investment.
“It really doesn’t matter what we pay for an investment. What’s relevant is what we get in return.
“One of the best ways to jeopardise an organisation’s future in today’s world and increase the probability of troubled times is to look at training as a cost, and pay the price of not training or provide substandard training that operates only as a Band-Aid for the training requirements.”
■ A person being paid $50,000 a year who is wasting just one hour a day is costing the organisation $6,250 a year.
“If, by participating in a time management seminar, that person can learn how to recapture just one hour a day, that translates into a payback to the organisation of $6,250 a year.”
■ If there is a group of 25 people, the return to the organisation is $156,250 a year.
“That does not even include other benefits like profitability, reduced turnover, improved morale, enhanced teamwork, greater creativity, etc. Over five years, the payback is $781,250. What would your organisation invest to achieve that return and payback?”
Lifelong endeavour
Not so many years ago, training was an option for most organisations.
Today, it is a necessity. If your company continues to do what it does the same way, within five years it will become obsolete. Why?
Because your competitors are helping their people to become more effective through training.
If you look closely at companies that are doing well in the long run, they almost always have a well thought-out training programme in place. They realise the price for not training is the real expense of training.
The most important training or knowledge enhancement you can offer to your employees is in the personal development area.
In every organisation I have worked in, people issues are always the biggest challenge.
You really can tell the difference between a “switched on” organisation or individual as opposed to the general “run of the mill” variety.
Their attitudes are positive, and it reflects right through the company. This in turn affects productivity, staff morale and, of course, profits.
Training is a lifelong endeavour. It has to be ongoing. Life changes constantly and so do your needs and those of your people, the No. 1 asset in every business.
Article by Lorraine Pirihi, a leading productivity and life coach based in Australia.
Usually, when pruning the company or department budget, this is often the first area that gets the chop. And yet can you really afford not to?
Dr Donald Wetmore, a time management specialist from the United States, told online e-zine Activepro why training is no longer just an option:
■ Training is not a cost. It is an investment.
“It really doesn’t matter what we pay for an investment. What’s relevant is what we get in return.
“One of the best ways to jeopardise an organisation’s future in today’s world and increase the probability of troubled times is to look at training as a cost, and pay the price of not training or provide substandard training that operates only as a Band-Aid for the training requirements.”
■ A person being paid $50,000 a year who is wasting just one hour a day is costing the organisation $6,250 a year.
“If, by participating in a time management seminar, that person can learn how to recapture just one hour a day, that translates into a payback to the organisation of $6,250 a year.”
■ If there is a group of 25 people, the return to the organisation is $156,250 a year.
“That does not even include other benefits like profitability, reduced turnover, improved morale, enhanced teamwork, greater creativity, etc. Over five years, the payback is $781,250. What would your organisation invest to achieve that return and payback?”
Lifelong endeavour
Not so many years ago, training was an option for most organisations.
Today, it is a necessity. If your company continues to do what it does the same way, within five years it will become obsolete. Why?
Because your competitors are helping their people to become more effective through training.
If you look closely at companies that are doing well in the long run, they almost always have a well thought-out training programme in place. They realise the price for not training is the real expense of training.
The most important training or knowledge enhancement you can offer to your employees is in the personal development area.
In every organisation I have worked in, people issues are always the biggest challenge.
You really can tell the difference between a “switched on” organisation or individual as opposed to the general “run of the mill” variety.
Their attitudes are positive, and it reflects right through the company. This in turn affects productivity, staff morale and, of course, profits.
Training is a lifelong endeavour. It has to be ongoing. Life changes constantly and so do your needs and those of your people, the No. 1 asset in every business.
Article by Lorraine Pirihi, a leading productivity and life coach based in Australia.
An event to remember
“Events manager” — Now that’s a job title that didn’t exist 30 years ago. On one level its meaning is obvious but, at the same time, it possesses an ambiguous quality that arouses our curiosity.
I researched the Internet and was hit by an information overload. There were more than six million entries listed under “events management”. You can even take a degree in it. Leeds metropolitan University in the United Kingdom is just one of the many institutions offering a Bachelor of Arts (Honours) programme for the aspiring events manager. Events may range from product launches, dinner dances, themed gala evenings, charity sports competitions to rock concerts.
What factors have nurtured the emergence of this new industry? The proliferation of special events came about as the corporate and public sectors realised the power of such events to build, promote messages and increase sales. Along with advertising and public relations, special events are now seen as an integral part of the marketing mix, namely, product, price, place and promotion. From the organisation’s perspective, if an event is outside its normal scope of activities, it will need to outsource it.
Events management debuted during the 1980s, a decade associated with opulence, showmanship and when everything was done on a colossal scale.
Initially, many events managers came from the theatre, performing arts and audio-visual industries. As events grew larger and investment increased, sponsorship was drawn in and clients started to raise their expectations. A new profession and industry was born.
Broadly speaking, events management is an umbrella term for a range of more specialised activities which are catered for by different types of organisations. As an industry, events management possesses the following characteristics:
Uniqueness. Each event must be unique in its own right. Even if the preparation is standardised, no two events can be identical.
Non-recyclable features. Many features that go into creating an event cannot be used again. A good example is the backdrop that is designed for a product launch.
Intangibility. As with any service, the “added-value” factor relates to how the service is received and perceived at the time it is presented.
Ambience. Participants must enjoy themselves.
High levels of personal contact and interaction. Spectators at a sports events are not only watching the event, they are helping to create the atmosphere. To put it another way, you can stage two identical events and one can be a success and the other a failure simply on the basis of the quality of the personal interaction.
Labour-intensiveness. Most events are very labour-intensive. Staffing levels also need to peak at specific times and require precise coordination.
Precise coordination. Events companies frequently have to work with subcontractors and freelancers.
Fixed time scale. Providers are bound by rigid time scales which cannot be extended.
Memorable. Finally, the events organiser should strive to create a lasting impact, however humble or grandiose the occasion.
Precarious situations
Much can go wrong, of course. Events management is a precarious activity and a logistical nightmare. It requires ice-cool nerves, an ability to think on one’s feet and precision-guided coordination skills.
Even then the events planner has little control over worst-case scenarios. In 1991, Luciano Pavarotti’s concert in London’s Hyde Park was ruined as a result of torrential rain. Three years ago, the rolling stones’ Asia tour was called off prematurely as a result of the outbreak of SARS (severe acute respiratory syndrome).
But here’s the good news for events organisers. The potential market is infinite. At a human level, events offer a break from routine, a distraction from the stresses and tribulations of everyday life.
Expectations too are increasing and so are the occasions deemed worthy of celebration — some people are even throwing divorce parties.
Terrorism has added a new dimension to events planning. High-profile events such as the olympics are obvious targets for terrorists. While the police and security forces are legally responsible for security, increasingly they are relying more and more upon the services of private security firms.
Typically, these companies provide manpower to check passes, search bags and run scanners over the guests. They are also becoming an increasingly common feature of our daily lives. It is the sad reality of life in the 21st century that the demand for their services has created yet another high-growth sector within the events management industry.
Article by Paul FitzPatrick, whose company, ConceptsASIA, offers creative thinking programmes to organisations in South-East Asia.
I researched the Internet and was hit by an information overload. There were more than six million entries listed under “events management”. You can even take a degree in it. Leeds metropolitan University in the United Kingdom is just one of the many institutions offering a Bachelor of Arts (Honours) programme for the aspiring events manager. Events may range from product launches, dinner dances, themed gala evenings, charity sports competitions to rock concerts.
What factors have nurtured the emergence of this new industry? The proliferation of special events came about as the corporate and public sectors realised the power of such events to build, promote messages and increase sales. Along with advertising and public relations, special events are now seen as an integral part of the marketing mix, namely, product, price, place and promotion. From the organisation’s perspective, if an event is outside its normal scope of activities, it will need to outsource it.
Events management debuted during the 1980s, a decade associated with opulence, showmanship and when everything was done on a colossal scale.
Initially, many events managers came from the theatre, performing arts and audio-visual industries. As events grew larger and investment increased, sponsorship was drawn in and clients started to raise their expectations. A new profession and industry was born.
Broadly speaking, events management is an umbrella term for a range of more specialised activities which are catered for by different types of organisations. As an industry, events management possesses the following characteristics:
Uniqueness. Each event must be unique in its own right. Even if the preparation is standardised, no two events can be identical.
Non-recyclable features. Many features that go into creating an event cannot be used again. A good example is the backdrop that is designed for a product launch.
Intangibility. As with any service, the “added-value” factor relates to how the service is received and perceived at the time it is presented.
Ambience. Participants must enjoy themselves.
High levels of personal contact and interaction. Spectators at a sports events are not only watching the event, they are helping to create the atmosphere. To put it another way, you can stage two identical events and one can be a success and the other a failure simply on the basis of the quality of the personal interaction.
Labour-intensiveness. Most events are very labour-intensive. Staffing levels also need to peak at specific times and require precise coordination.
Precise coordination. Events companies frequently have to work with subcontractors and freelancers.
Fixed time scale. Providers are bound by rigid time scales which cannot be extended.
Memorable. Finally, the events organiser should strive to create a lasting impact, however humble or grandiose the occasion.
Precarious situations
Much can go wrong, of course. Events management is a precarious activity and a logistical nightmare. It requires ice-cool nerves, an ability to think on one’s feet and precision-guided coordination skills.
Even then the events planner has little control over worst-case scenarios. In 1991, Luciano Pavarotti’s concert in London’s Hyde Park was ruined as a result of torrential rain. Three years ago, the rolling stones’ Asia tour was called off prematurely as a result of the outbreak of SARS (severe acute respiratory syndrome).
But here’s the good news for events organisers. The potential market is infinite. At a human level, events offer a break from routine, a distraction from the stresses and tribulations of everyday life.
Expectations too are increasing and so are the occasions deemed worthy of celebration — some people are even throwing divorce parties.
Terrorism has added a new dimension to events planning. High-profile events such as the olympics are obvious targets for terrorists. While the police and security forces are legally responsible for security, increasingly they are relying more and more upon the services of private security firms.
Typically, these companies provide manpower to check passes, search bags and run scanners over the guests. They are also becoming an increasingly common feature of our daily lives. It is the sad reality of life in the 21st century that the demand for their services has created yet another high-growth sector within the events management industry.
Article by Paul FitzPatrick, whose company, ConceptsASIA, offers creative thinking programmes to organisations in South-East Asia.
Share profits and risks
MORE thanacenturyago, British statesman and Lord Chancellor of the United Kingdom, Henry Peter Brougham, remarked that “Education makes people easy to lead, but difficult to drive; easy to govern, but impossible to enslave”.
His observation is valid in the businessworld as well as in the political arena.
Educated employees will work with you, not for you. They will join management in the search for better methods, better ideas and higher profitability. They will become productive action takers, not passive order takers. They will form a partnership with intelligent leadership, but they will not be driven.
If employees are to behave as partners, they must learn to see themselves as part of the organisation and not as hirelings who are paid to perform specific tasks.
You can tell whether your employees regard themselves as partners or as hirelings by listening to them talk. Do they refer to the company as “them” or as “us”? If the company is “them”, then management has some challenging tasks ahead of it.
Benevolent company policies alone will not accomplish this attitudinal change. I have known of companies run by generous chief executive officers who took a personal interest in their employees, provided scholarships for their children, helped them with their personal problems and kept people on the payroll long after their productivity stopped keeping pace with their pay.
These CEOs sometimes found that when they asked their employees to make sacrifices to help the company through rough times, the attitude was: “That’s the company’s problem, not ours.”
Employees will not become partners of management until they perceive the company’s problems as their problems, the company’s challenges as their challenges, and the company’s achievements as their achievements.
One way to bring about this attitudinal change is to give employees a stake in the company’s performance. This means letting them share in the profits in return for sharing in the risks.
A couple of decades ago, a steel company on the United States’ west coast was experiencing labour troubles and implemented an employee stock-option plan. It conferred 100 per cent ownership on its employees and guaranteed them 20 per cent of pre-tax earnings in profit sharing.
In about five years, its market value had multiplied nearly 27 times. On top of that, its employees’ average pay was 25 per cent above the industry average.
You do not have to give your company to your employees. But you can make them partners of management by giving them a stake in its performance.
Article by Nido Qubein, an international speaker and consultant
His observation is valid in the businessworld as well as in the political arena.
Educated employees will work with you, not for you. They will join management in the search for better methods, better ideas and higher profitability. They will become productive action takers, not passive order takers. They will form a partnership with intelligent leadership, but they will not be driven.
If employees are to behave as partners, they must learn to see themselves as part of the organisation and not as hirelings who are paid to perform specific tasks.
You can tell whether your employees regard themselves as partners or as hirelings by listening to them talk. Do they refer to the company as “them” or as “us”? If the company is “them”, then management has some challenging tasks ahead of it.
Benevolent company policies alone will not accomplish this attitudinal change. I have known of companies run by generous chief executive officers who took a personal interest in their employees, provided scholarships for their children, helped them with their personal problems and kept people on the payroll long after their productivity stopped keeping pace with their pay.
These CEOs sometimes found that when they asked their employees to make sacrifices to help the company through rough times, the attitude was: “That’s the company’s problem, not ours.”
Employees will not become partners of management until they perceive the company’s problems as their problems, the company’s challenges as their challenges, and the company’s achievements as their achievements.
One way to bring about this attitudinal change is to give employees a stake in the company’s performance. This means letting them share in the profits in return for sharing in the risks.
A couple of decades ago, a steel company on the United States’ west coast was experiencing labour troubles and implemented an employee stock-option plan. It conferred 100 per cent ownership on its employees and guaranteed them 20 per cent of pre-tax earnings in profit sharing.
In about five years, its market value had multiplied nearly 27 times. On top of that, its employees’ average pay was 25 per cent above the industry average.
You do not have to give your company to your employees. But you can make them partners of management by giving them a stake in its performance.
Article by Nido Qubein, an international speaker and consultant
Don't wait till 'game over'
COACHING is about finding out the cause of poor performance or behaviour and discussing with the team member how to put it right.
The team member might respond immediately to coaching and improve the situation. However, the improvement will not always be permanent and you may have to do further coaching.
When I suggest this to some managers, they see it as some kind of touchy-feely, softly-softly approach. Let me assure you right now that it is not.
What it involves is telling the team member what part of his behaviour you are unhappy with, listening to what he has to say and agreeing on a way forward.
The goal is to effect a change in behaviour that the team member is committed to — which helps you to achieve your outcomes.
Why coach?
Think of a time when somebody — a teacher, parent or boss — coached, taught or encouraged you to get better at something.
When I ask this question at a seminar, I get responses such as, “I felt good/inspired/motivated/ pleased/confident and wanted to do better”.
This is generally what you are aiming to achieve with your team members. The specific outcomes you want in coaching them are the following:
1 More productive behaviour
The first objective of coaching is to resolve poor behaviour. If the process is carried out properly, then that is what you will achieve, although there are other benefits such as higher productivity and morale.
2 The team member knows what is expected of him
Coaching allows you to make it very clear to your team members what is expected of them. Many managers fall into the trap of “assuming” that a team member knows what is expected, and this is the cause of many examples of poor behaviour.
For instance, the member might not know that “reports had to be submitted by the 15th of the month”, or that “he could give the customer his money back”, or that “he had to be on time for the meeting”.
Coaching allows you to calmly and clearly make it known what you expect.
3 The team member is motivated to change
The only real motivation is internal motivation. Coaching enables you to create the environment where the team member makes the decision to change for himself.
This means that he is more committed to the change, and it is more likely to happen.
It is also easier on you because you do not have to “drive” the person to make the changes.
4 Fewer warning interviews
If you coach poor behaviour as and when it occurs, then you are likely to have far fewer interviews with your team members in which you have to warn them of the consequences of their actions.
The manager who ignores poor behaviour lets the situation build up and then finds himself in a “warning” situation.
5 They know you care
If you coach your team members in a positive way — you want them to become better, happier workers — your people will see you as supportive and understanding.
They will know that you are not just “picking” on them and that you are looking for a win-win situation.
6 You build a happy and motivated team
That means better results, goals achieved and much less stress all around.
- Source: Straits Times/Asia News Network
Article by Alan Fairweather, an associate consultant with d’Oz International based in the United Kingdom and author of How To Get More Sales By Motivating Your Team.
The team member might respond immediately to coaching and improve the situation. However, the improvement will not always be permanent and you may have to do further coaching.
When I suggest this to some managers, they see it as some kind of touchy-feely, softly-softly approach. Let me assure you right now that it is not.
What it involves is telling the team member what part of his behaviour you are unhappy with, listening to what he has to say and agreeing on a way forward.
The goal is to effect a change in behaviour that the team member is committed to — which helps you to achieve your outcomes.
Why coach?
Think of a time when somebody — a teacher, parent or boss — coached, taught or encouraged you to get better at something.
When I ask this question at a seminar, I get responses such as, “I felt good/inspired/motivated/ pleased/confident and wanted to do better”.
This is generally what you are aiming to achieve with your team members. The specific outcomes you want in coaching them are the following:
1 More productive behaviour
The first objective of coaching is to resolve poor behaviour. If the process is carried out properly, then that is what you will achieve, although there are other benefits such as higher productivity and morale.
2 The team member knows what is expected of him
Coaching allows you to make it very clear to your team members what is expected of them. Many managers fall into the trap of “assuming” that a team member knows what is expected, and this is the cause of many examples of poor behaviour.
For instance, the member might not know that “reports had to be submitted by the 15th of the month”, or that “he could give the customer his money back”, or that “he had to be on time for the meeting”.
Coaching allows you to calmly and clearly make it known what you expect.
3 The team member is motivated to change
The only real motivation is internal motivation. Coaching enables you to create the environment where the team member makes the decision to change for himself.
This means that he is more committed to the change, and it is more likely to happen.
It is also easier on you because you do not have to “drive” the person to make the changes.
4 Fewer warning interviews
If you coach poor behaviour as and when it occurs, then you are likely to have far fewer interviews with your team members in which you have to warn them of the consequences of their actions.
The manager who ignores poor behaviour lets the situation build up and then finds himself in a “warning” situation.
5 They know you care
If you coach your team members in a positive way — you want them to become better, happier workers — your people will see you as supportive and understanding.
They will know that you are not just “picking” on them and that you are looking for a win-win situation.
6 You build a happy and motivated team
That means better results, goals achieved and much less stress all around.
- Source: Straits Times/Asia News Network
Article by Alan Fairweather, an associate consultant with d’Oz International based in the United Kingdom and author of How To Get More Sales By Motivating Your Team.
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