With the pantomine season now well under way and the New Year rapidly approaching I thought it would be worth sharing a goal setting technique from Neuro-Linguistic Programming that is useful for both personal and business outcomes for 2009. So just imagine yourself being even more successful by..
1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one!
Answer the question “what do you want?”
2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question “where , when , with whom will you want this?”
3. Express outcome in sensory specific form
How will you know it when it happens?
Answer the questions “what will you see/hear/feel/experience when you achieve this?”
4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions “ what resources have you got/can activate/can gain to get this?”
5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question “ will you lose anything you have now by achieving this outcome?”
6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question “ is the outcome worth what it will take to get it?”
7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question “how will your life (and others) be different?”
8. Do it!!
Answer the question “What is the first step and when will you start?”
Have a Happy , Fulfilling and Productive New Year !!
Wednesday 17 December 2008
Thursday 27 November 2008
The Secret to Great Leadership in 2018
A high level of self awareness is at the heart of the future of great leadership, according to fifteen members of the Chartered Management Institute in Bath. You also need to maximise your personal attributes as well as your technical and managerial skills, to underpin a high level of competence in leadership and soft skills. These were the conclusions from a creative problem solving seminar looking at “What will great leaders be like in 2018? “ run by Paul Maisey of Buffin Leadership International.
Top Tips include
Self Awareness
- Commit to and undertake lifelong learning
- Be true to your strengths
- Celebrate culturally diverse thinking and practices
Leadership Skills
- Have and clearly communicate a compelling vision
- Be adaptable and responsive
- Support your colleagues and customers with effective coaching
Soft Skills
- Be approachable and willing to listen
- Use your ( and others ) imagination to innovate
- Include differing views and perspectives in decision making
Managerial Skills
- Have a strategic overview of direction
- Be an effective delegator
- Use Networking to ensure knowledge & skills up to date
Technical Skills
- Be numerate and understand the profit/loss equation
- Use Information Technology to maximum advantage
- Have the ability to manage a “ virtual “ team
Personal attributes
- Whether from Asia, India , Russia or Europe play to your strengths
- Male or Female appreciate other perspectives
- Use your beliefs and values to drive change
The eighteen top tips above represent a summary of over 70 attributes required of a future leader. Each leader and each company will use them in the way most appropriate to their circumstances and industries.
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Top Tips include
Self Awareness
- Commit to and undertake lifelong learning
- Be true to your strengths
- Celebrate culturally diverse thinking and practices
Leadership Skills
- Have and clearly communicate a compelling vision
- Be adaptable and responsive
- Support your colleagues and customers with effective coaching
Soft Skills
- Be approachable and willing to listen
- Use your ( and others ) imagination to innovate
- Include differing views and perspectives in decision making
Managerial Skills
- Have a strategic overview of direction
- Be an effective delegator
- Use Networking to ensure knowledge & skills up to date
Technical Skills
- Be numerate and understand the profit/loss equation
- Use Information Technology to maximum advantage
- Have the ability to manage a “ virtual “ team
Personal attributes
- Whether from Asia, India , Russia or Europe play to your strengths
- Male or Female appreciate other perspectives
- Use your beliefs and values to drive change
The eighteen top tips above represent a summary of over 70 attributes required of a future leader. Each leader and each company will use them in the way most appropriate to their circumstances and industries.
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Thursday 16 October 2008
Leadership Futures
Last week I attended the Chartered Management Institutes Annual Convention. One of the key strands was leadership now – how should we adapt to difficult times – and leadership in 2018 – what challenges will we face?
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
Wednesday 10 September 2008
Managing stress during the Credit Crunch
Work related stress harms productivity and damages staff retention, according to the Health and Safety executive. Its research shows that over 105 million days are lost to stress each year costing UK employers over £1.2 billion. AND ... this was before the credit crunch! In today’s economic climate there can be no doubt that stress – “the adverse reaction people have to excessive pressure or other types of demand placed on them “is increasing. So what can we do about it ........
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.
1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective
2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.
3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources
4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.
5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.
1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective
2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.
3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources
4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.
5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????
Wednesday 30 July 2008
Impact of the Credit Crunch - ITV West mini series
Last night (Tuesday 29th July) the regional news programme “The West Tonight “started a mini series featuring local companies and the impact the credit crunch is having on them.
Over the next few evenings they will be looking at retail, housing, tourism and other industry sectors – assessing the impact and exploring what businesses can do about it. How are you responding?
You will see me popping up with shorts comments on strategies these firms could consider.
Last night I suggested that every company could usefully look at 3 areas
Cash – effective management of cash flow, checking that every penny spent is helping to grow sales
Customer – adapt to changing customer needs, keep up marketing activity
Creativity – be innovative, involve employees in generating ideas
Also I gave my personal definition of the causes of the credit crunch – what would you say?
It is going to be tough now for at least a couple of years – every business will need to adapt to changing consumer demands to survive. A few will use this as an opportunity to show both customers and employees what they can really do!
Over the next few evenings they will be looking at retail, housing, tourism and other industry sectors – assessing the impact and exploring what businesses can do about it. How are you responding?
You will see me popping up with shorts comments on strategies these firms could consider.
Last night I suggested that every company could usefully look at 3 areas
Cash – effective management of cash flow, checking that every penny spent is helping to grow sales
Customer – adapt to changing customer needs, keep up marketing activity
Creativity – be innovative, involve employees in generating ideas
Also I gave my personal definition of the causes of the credit crunch – what would you say?
It is going to be tough now for at least a couple of years – every business will need to adapt to changing consumer demands to survive. A few will use this as an opportunity to show both customers and employees what they can really do!
Thursday 26 June 2008
The Secret to Success During a Credit Crunch
THE SECRET TO SUCCESS DURING A “CREDIT CRUNCH”
Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.
Top Tips include
Customer Centric Business Development
- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)
Exceptionally Efficient use of resources
- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term
Inspire Your Team
- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )
Create a positive environment
- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )
From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.
Top Tips include
Customer Centric Business Development
- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)
Exceptionally Efficient use of resources
- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term
Inspire Your Team
- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )
Create a positive environment
- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )
From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Tuesday 3 June 2008
Effective Leadership During A Credit Crunch
EFFECTIVE LEADERSHIP DURING A CREDIT CRUNCH
It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!
Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!
It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!
Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!
Thursday 1 May 2008
The Apprentice - exemplary leadership or tragic soap opera ?
The Apprentice – exemplary leadership or tragic soap opera?
I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?
I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?
Monday 14 April 2008
Increasing Results with Creative Problem Solving
Increasing Results with Creative Problem Solving
In today’s competitive environment, and the gloomy predictions for a reduced growth rate in the UK, it is critical that companies continue to improve their absolute and relative performance. It would therefore seem to be common sense that organisations make the most of the creative talent within their workforce. How do you do this in a way that ensures both focus on business success and aligns the efforts and energy of the team?
Defining Success
There are 3 areas that companies could chose to focus on
- Financials (Top 100 FTSE investment)
- Customer (Which? Consumer survey)
- People (Top 100 company to work for).
with 2 common approaches. Big Hairy Audacious Goals (Collins) or Continuous Improvement (Deeming et al). There is of course a third way – aligning and leveraging small improvements in a series of areas to achieve a big result. Try this on your own profit and loss account. Increase sales by 1%, reduce cost of sales by 1% and reduce overheads by 1% ...... which can lead to around 20% improvement in profit!
Results Focussed Creative Problem Solving
Ideally in a cross functional team of between six to twelve people
- Clearly Define the Issue. Ensure you are tackling the appropriate topic through asking is this a symptom or a cause? Generate the “ Trigger Question “ that will provide the focus for the following
- Engage Divergent Thinking. Come up with as many possible ideas, thoughts, challenges, issues as you can. When you think you are done ask yourself what if you could come up with two or three more ideas?
- Connect The Thinking. Step back and look for commonality amongst the ideas. Cluster them together and see what common themes emerge
- Gain Insight. Identify the relationship between the clusters. How do they inter relate and effect each other?
- Focus On Actions. List the actions that would give you maximum impact to answer the original question. Be SMART
- Commit To Actions. Allocate resource and take the first step.
Is it this simple?
Yes and No. This approach has evolved and been tested over the last 12 years. For a simple question a group of twelve people could go through the whole process in two to three hours. For a strategic issue it could take two to three days.
The results speak for themselves “That was one of the most amazing meetings I have been to in a long time, especially for the way everyone came together and the output achieved in such a short space of time”
“This was a major example of teams working effectively and collaboratively on a large scale problem. If this problem had not been resolved, the effect on monthly sales and potential lost customers would have seen the business lose £millions.”
“We are delighted at the way the ideas and actions generated encouraged all our managers to contribute and own the outcome. Contributions have given incredible sales results – 110% successful”.
In today’s competitive environment, and the gloomy predictions for a reduced growth rate in the UK, it is critical that companies continue to improve their absolute and relative performance. It would therefore seem to be common sense that organisations make the most of the creative talent within their workforce. How do you do this in a way that ensures both focus on business success and aligns the efforts and energy of the team?
Defining Success
There are 3 areas that companies could chose to focus on
- Financials (Top 100 FTSE investment)
- Customer (Which? Consumer survey)
- People (Top 100 company to work for).
with 2 common approaches. Big Hairy Audacious Goals (Collins) or Continuous Improvement (Deeming et al). There is of course a third way – aligning and leveraging small improvements in a series of areas to achieve a big result. Try this on your own profit and loss account. Increase sales by 1%, reduce cost of sales by 1% and reduce overheads by 1% ...... which can lead to around 20% improvement in profit!
Results Focussed Creative Problem Solving
Ideally in a cross functional team of between six to twelve people
- Clearly Define the Issue. Ensure you are tackling the appropriate topic through asking is this a symptom or a cause? Generate the “ Trigger Question “ that will provide the focus for the following
- Engage Divergent Thinking. Come up with as many possible ideas, thoughts, challenges, issues as you can. When you think you are done ask yourself what if you could come up with two or three more ideas?
- Connect The Thinking. Step back and look for commonality amongst the ideas. Cluster them together and see what common themes emerge
- Gain Insight. Identify the relationship between the clusters. How do they inter relate and effect each other?
- Focus On Actions. List the actions that would give you maximum impact to answer the original question. Be SMART
- Commit To Actions. Allocate resource and take the first step.
Is it this simple?
Yes and No. This approach has evolved and been tested over the last 12 years. For a simple question a group of twelve people could go through the whole process in two to three hours. For a strategic issue it could take two to three days.
The results speak for themselves “That was one of the most amazing meetings I have been to in a long time, especially for the way everyone came together and the output achieved in such a short space of time”
“This was a major example of teams working effectively and collaboratively on a large scale problem. If this problem had not been resolved, the effect on monthly sales and potential lost customers would have seen the business lose £millions.”
“We are delighted at the way the ideas and actions generated encouraged all our managers to contribute and own the outcome. Contributions have given incredible sales results – 110% successful”.
Monday 17 March 2008
How to Be a Successful Company - ride out the " credit crunch "
With the current economic climate ( almost daily warnings from the banking sector ) it is even more important to think about how to be successful and how to judge success. Short term may be about Cash flow, costs, and efficiency though any decisions taken here must be balanced against longer term impact on Customers and Employees
According to the annual “Sunday Times 100 Best companies to work for “survey the companies they are voted best by their employees are also those that outperform others in the FTSE100. In the past five years the companies listed in this survey have performed TWICE as well as their FTSE100 rivals. “Looking after your staff means you are looking after your shareholders too “
Back in 1998 Collins and Porras studied 18 “Visionary “ American companies to discover what made them “ Built to Last “, what fundamental principles endure. One of their earliest conclusion was that “profitability is a necessary condition for existence but is not the end in itself ... it is not the point of life but without it there is no life “
In 2006 Ken Blanchard published “ Leading at a Higher Level “ concluding that successful High Performing Organisations focussed on what he calls the “ triple bottom line “ of becoming provider of choice, employer of choice and investment of choice.
The Sunday Times survey highlights 8 factors that employees vote on to become “ Best Company to Work For “
- Leadership of head of the company and senior managers
- Wellbeing including work life balance
- My managers day to day activities
- My team and colleagues
- Fair Deal with pay and benefits
- Giving Something Back to the community
- My Company
- Personal Growth
( Details are available at timesonline.co.uk/best100companies )
So as you make the necessary decisions to ride-out the economic conditions, take a deep breath , a step back and assess both your short term and long term needs !
According to the annual “Sunday Times 100 Best companies to work for “survey the companies they are voted best by their employees are also those that outperform others in the FTSE100. In the past five years the companies listed in this survey have performed TWICE as well as their FTSE100 rivals. “Looking after your staff means you are looking after your shareholders too “
Back in 1998 Collins and Porras studied 18 “Visionary “ American companies to discover what made them “ Built to Last “, what fundamental principles endure. One of their earliest conclusion was that “profitability is a necessary condition for existence but is not the end in itself ... it is not the point of life but without it there is no life “
In 2006 Ken Blanchard published “ Leading at a Higher Level “ concluding that successful High Performing Organisations focussed on what he calls the “ triple bottom line “ of becoming provider of choice, employer of choice and investment of choice.
The Sunday Times survey highlights 8 factors that employees vote on to become “ Best Company to Work For “
- Leadership of head of the company and senior managers
- Wellbeing including work life balance
- My managers day to day activities
- My team and colleagues
- Fair Deal with pay and benefits
- Giving Something Back to the community
- My Company
- Personal Growth
( Details are available at timesonline.co.uk/best100companies )
So as you make the necessary decisions to ride-out the economic conditions, take a deep breath , a step back and assess both your short term and long term needs !
Monday 10 March 2008
Is this the best book on LEADERSHIP ever ??
Is this the best book on Leadership EVER ??!!
Hi Folks
I have just finished reading “ Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall and it has jumped straight to the top of my list of books on Leadership.
If you’ve read it – what did you think?
If you haven’t read it – what is top of your list?
After 25 years of working with and advising businesses and leaders ( remember the one minute manager? ) Ken argues that high performing companies
- Set their sights on the right target and vision
- Treat their customers right
- Treat their people right
- Develop the right kind of leadership
Easy then you say – except of course what is right!!????
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters with the majority of the book concerned with treating your people right ( covering for example empowerment is the key , self leadership , partnering for performance )
Full of simple models and concepts, littered with illustrations, it provides an excellent framework for thinking about your companies triple bottom line “ provider of choice, employer of choice ,investment of choice “
Whether you agree with the ideas or not! this will give you plenty to mull over AND should stimulate some action.
What do you think ?
Paul Maisey
www.advancebp.co.uk
Hi Folks
I have just finished reading “ Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall and it has jumped straight to the top of my list of books on Leadership.
If you’ve read it – what did you think?
If you haven’t read it – what is top of your list?
After 25 years of working with and advising businesses and leaders ( remember the one minute manager? ) Ken argues that high performing companies
- Set their sights on the right target and vision
- Treat their customers right
- Treat their people right
- Develop the right kind of leadership
Easy then you say – except of course what is right!!????
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters with the majority of the book concerned with treating your people right ( covering for example empowerment is the key , self leadership , partnering for performance )
Full of simple models and concepts, littered with illustrations, it provides an excellent framework for thinking about your companies triple bottom line “ provider of choice, employer of choice ,investment of choice “
Whether you agree with the ideas or not! this will give you plenty to mull over AND should stimulate some action.
What do you think ?
Paul Maisey
www.advancebp.co.uk
Tuesday 26 February 2008
How to Successfully Manage Change ( part two )
How to Successfully Manage Change ( Part two )
In Part one I covered typical reasons people resist change and five key factors in managing a successful change programme. Part two covers how to increase pressure for change and methods for dealing with resistance to change.
Factors that increase pressure for change ( or reduce resistance ) include
- Take into account the needs/attitudes/beliefs of the individual. Ensure clear understanding of What’s In It For Me ( WIIFM )
- The greater the prestige of the change leader or desire to belong to the “ group “ the more attractive the change will seem
- Provide clear and specific information on the change to create a feeling of shared perceptions
- A group that has continued psychological meaning to an individual has more influence than a group with temporary membership
The six methods for dealing with resistance to change, according to Kotter & Schlesinger are
1) Education & Communication – where there is a lack of accurate information
2) Participation & Involvement – to gain participants commitment
3) Facilitation & Support – where people are having problems adjusting
4) Negotiation & Agreement – to avoid major resistance
5) Manipulation & Co-optation – where other approaches are seen as too slow
6) Explicit & Implicit Coercion – to override any resistance
The appropriate method for any company will need to fit the company values and be consistent with the change being implemented. A combination of approaches could be used with 1 & 2 potentially having the greatest chance of success though also the longest timescale.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial, depression, acceptance, testing, search for meaning and then commitment.
In Part one I covered typical reasons people resist change and five key factors in managing a successful change programme. Part two covers how to increase pressure for change and methods for dealing with resistance to change.
Factors that increase pressure for change ( or reduce resistance ) include
- Take into account the needs/attitudes/beliefs of the individual. Ensure clear understanding of What’s In It For Me ( WIIFM )
- The greater the prestige of the change leader or desire to belong to the “ group “ the more attractive the change will seem
- Provide clear and specific information on the change to create a feeling of shared perceptions
- A group that has continued psychological meaning to an individual has more influence than a group with temporary membership
The six methods for dealing with resistance to change, according to Kotter & Schlesinger are
1) Education & Communication – where there is a lack of accurate information
2) Participation & Involvement – to gain participants commitment
3) Facilitation & Support – where people are having problems adjusting
4) Negotiation & Agreement – to avoid major resistance
5) Manipulation & Co-optation – where other approaches are seen as too slow
6) Explicit & Implicit Coercion – to override any resistance
The appropriate method for any company will need to fit the company values and be consistent with the change being implemented. A combination of approaches could be used with 1 & 2 potentially having the greatest chance of success though also the longest timescale.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial, depression, acceptance, testing, search for meaning and then commitment.
Wednesday 6 February 2008
How to Successfully Manage Change
How to Successfully Manage Change ( Part one )
In today’s economic and business environment change is a constant. Whether firms are “losing“ staff, merging with competitors or launching a new business strategy there is a need to ensure change is effectively managed. Yet I am sure we have all experienced or seen change efforts that have gone wrong because not enough time had been spent on the softer side of change management – people!
According to Kotter & Schlessinger people resist change for four basic reasons
1) Self interest – they believe they will lose something of value to them
2) Misunderstanding and lack of trust- they do not understand why is this happening
3) Different assessments – they see different costs/benefits
4) Low tolerance of change – they fear they do not have the relevant skills
Bearing these in mind the key factors in a successful change programme have been identified as
A) Communication – a clear two way approach with all staff. Soliciting questions about issues and problems
B) Start with a Good Idea – no change techniques will save a poorly thought through plan or concept
C) Obtain Staff Commitment – involve staff in both the ideas and implementation stage
D) Provide Sufficient Resources – for example people, time ,skills ,money
E) Have a Plan – look ahead and allow for flexibility around problems
Being aware of the above and accepting that we are all human! will increase your chances of managing the change successfully.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial ,depression ,acceptance ,testing ,search for meaning and then commitment.
In Part two I will include thoughts on specific methods for reducing resistance to change
In today’s economic and business environment change is a constant. Whether firms are “losing“ staff, merging with competitors or launching a new business strategy there is a need to ensure change is effectively managed. Yet I am sure we have all experienced or seen change efforts that have gone wrong because not enough time had been spent on the softer side of change management – people!
According to Kotter & Schlessinger people resist change for four basic reasons
1) Self interest – they believe they will lose something of value to them
2) Misunderstanding and lack of trust- they do not understand why is this happening
3) Different assessments – they see different costs/benefits
4) Low tolerance of change – they fear they do not have the relevant skills
Bearing these in mind the key factors in a successful change programme have been identified as
A) Communication – a clear two way approach with all staff. Soliciting questions about issues and problems
B) Start with a Good Idea – no change techniques will save a poorly thought through plan or concept
C) Obtain Staff Commitment – involve staff in both the ideas and implementation stage
D) Provide Sufficient Resources – for example people, time ,skills ,money
E) Have a Plan – look ahead and allow for flexibility around problems
Being aware of the above and accepting that we are all human! will increase your chances of managing the change successfully.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial ,depression ,acceptance ,testing ,search for meaning and then commitment.
In Part two I will include thoughts on specific methods for reducing resistance to change
Wednesday 30 January 2008
Leadership , goal setting and NLP
Goal Setting with NLP – Handy for work objectives or personal development
An effective leader delivers results so I thought it worth sharing a technique from Neuro-Linguistic Programming that is useful for both personal and business outcomes. So just imagine yourself being even more successful by..
1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one !
Answer the question what do you want ?
2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question where , when , with whom will you want this?
3. Express outcome in sensory specific form
How will you know it when it happens ?
Answer the questions what will you see/hear/feel/experience when you achieve this?
4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions what resources have you got/can activate/can gain to get this?
5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question will you lose anything you have now by achieving this outcome?
6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question is the outcome worth what it will take to get it?
7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question how will your life ( and others ) be different?
8. Do it!!
What is the first step and when will you start?
An effective leader delivers results so I thought it worth sharing a technique from Neuro-Linguistic Programming that is useful for both personal and business outcomes. So just imagine yourself being even more successful by..
1. Ensure your outcome is positively stated
As there is a tendency to get what you focus on ensure that your focus is a positive one !
Answer the question what do you want ?
2. Specify the context for your outcome
Does the outcome apply everywhere, under all conditions?
Answer the question where , when , with whom will you want this?
3. Express outcome in sensory specific form
How will you know it when it happens ?
Answer the questions what will you see/hear/feel/experience when you achieve this?
4. Check this is within YOUR capability
The outcome should be formed so that its achievement is down to you!
Answer the questions what resources have you got/can activate/can gain to get this?
5. Preserving your other outcomes/desires
How will this impact on other aspects of your life?
Answer the question will you lose anything you have now by achieving this outcome?
6. Check this is worthwhile
Does the outcome match your values and beliefs?
Answer the question is the outcome worth what it will take to get it?
7. What are the positive future consequences
Check the impact on yourself and those around you
Answer the question how will your life ( and others ) be different?
8. Do it!!
What is the first step and when will you start?
Tuesday 29 January 2008
Customer Service - the way to our heart
According to a recent survey of 10963 retail customers by uk consumer group Which? Customers are “ willing to pay extra for quality service and an enjoyable shopping experience “ and our favourite aspect is “ friendly , knowledgeable staff “
In 1960 Theodore Levitt famously said “the purpose of a business is to create and keep customers “and in 1984 W. Edwards Deming said “Profit in business comes from repeat customers, customers that boast about your product and service, and that bring friends with them”
The surveys highest scoring companies ( judged on convenience, customer service, experience, pricing and product ) were Waitrose ( 87% ), John Lewis ( 78 %) and local independent stores ( 77% ) whilst at the bottom of the table were Woolworths and JJB Sports ( 39% ) and JD Sports ( 33% ).
Interestingly discount supermarkets Lidl (69 %) and Aldi (68%) did relatively well reflecting that customers “don’t mind sacrificing service “ IF “ the price is right and the products acceptable “ . This is consistent with the well known approach to competitive advantage espoused by Michael Porter of either “low cost” or “differentiation” focus
So how do we ensure that our company is top of the table?
Consider some approaches via this self evaluation questionnaire
1. Do you survey your customers to find out how satisfied they are and ask for their suggestions for improvement.
2. Do you survey your staff to find out how satisfied they are with their working environment and ask for their suggestions
3. Do you have a mission statement or specific goals that focus on providing the customer with quality products or services
4. Do you collect information on what poor customer service costs you in terms of lost customers, wasted time and reduced morale
5. Do you train all your staff in telephone and face to face customer relationship skills
6. Do you train your managers in skills needed to support customer service ( team building, coaching etc )
7. Do you put new staff through an induction process that highlights the importance of the customer
8. Do you have an IT system that supports staff in providing effective customer service
9. Do you make changes to policies and procedures because customers or staff have given feedback
10. Do you reward and recognise staff for their efforts on behalf of customers
Nobody is perfect so grab the opportunity to improve one small thing today ... and another tomorrow ! Treat customers how you would like to be treated.
In 1960 Theodore Levitt famously said “the purpose of a business is to create and keep customers “and in 1984 W. Edwards Deming said “Profit in business comes from repeat customers, customers that boast about your product and service, and that bring friends with them”
The surveys highest scoring companies ( judged on convenience, customer service, experience, pricing and product ) were Waitrose ( 87% ), John Lewis ( 78 %) and local independent stores ( 77% ) whilst at the bottom of the table were Woolworths and JJB Sports ( 39% ) and JD Sports ( 33% ).
Interestingly discount supermarkets Lidl (69 %) and Aldi (68%) did relatively well reflecting that customers “don’t mind sacrificing service “ IF “ the price is right and the products acceptable “ . This is consistent with the well known approach to competitive advantage espoused by Michael Porter of either “low cost” or “differentiation” focus
So how do we ensure that our company is top of the table?
Consider some approaches via this self evaluation questionnaire
1. Do you survey your customers to find out how satisfied they are and ask for their suggestions for improvement.
2. Do you survey your staff to find out how satisfied they are with their working environment and ask for their suggestions
3. Do you have a mission statement or specific goals that focus on providing the customer with quality products or services
4. Do you collect information on what poor customer service costs you in terms of lost customers, wasted time and reduced morale
5. Do you train all your staff in telephone and face to face customer relationship skills
6. Do you train your managers in skills needed to support customer service ( team building, coaching etc )
7. Do you put new staff through an induction process that highlights the importance of the customer
8. Do you have an IT system that supports staff in providing effective customer service
9. Do you make changes to policies and procedures because customers or staff have given feedback
10. Do you reward and recognise staff for their efforts on behalf of customers
Nobody is perfect so grab the opportunity to improve one small thing today ... and another tomorrow ! Treat customers how you would like to be treated.
Continuous change or ??????
Dying or Transforming – what stage is your company at ??
It is widely believed that businesses go through distinct life stages over time. Success can be said to be as simple as understanding where you are now and taking the appropriate actions ....
Although each business is unique there are seven general stages that can be identified
Stage ONE – is a brand new start-up. An Infant
Key questions are: what is your vision, purpose , reality & resources
Stage TWO – is small and fast growing. A Pioneer
Key questions are: do you want to get bigger and new systems, people, style will you need
Stage THREE – is independent and complex. A Rational business
Key questions are: how do you ensure consistency and fairness within and across specialist functions
Stage FOUR – traditionally recognised as “scientific management “ model. Established business
Key questions are: how do we encourage entrepreneurship, risk-taking and motivation
Stage FIVE – has lost its way and out of touch with customers. In the Wilderness
Key questions are: how do we change our relationship with customers , employees, stakeholders
Stage SIX – failing. Dying
Key questions are: should we make a good end or create new life ( merger, MBO etc )
Stage SEVEN – a new purpose & identity. Transforming
Key questions are: what is our new vision , who are our new customers and how do we ensure ongoing organisational learning
.. and for an additional bonus !! Compare your perception to that of colleagues, MD and customers !
Happy Transforming
It is widely believed that businesses go through distinct life stages over time. Success can be said to be as simple as understanding where you are now and taking the appropriate actions ....
Although each business is unique there are seven general stages that can be identified
Stage ONE – is a brand new start-up. An Infant
Key questions are: what is your vision, purpose , reality & resources
Stage TWO – is small and fast growing. A Pioneer
Key questions are: do you want to get bigger and new systems, people, style will you need
Stage THREE – is independent and complex. A Rational business
Key questions are: how do you ensure consistency and fairness within and across specialist functions
Stage FOUR – traditionally recognised as “scientific management “ model. Established business
Key questions are: how do we encourage entrepreneurship, risk-taking and motivation
Stage FIVE – has lost its way and out of touch with customers. In the Wilderness
Key questions are: how do we change our relationship with customers , employees, stakeholders
Stage SIX – failing. Dying
Key questions are: should we make a good end or create new life ( merger, MBO etc )
Stage SEVEN – a new purpose & identity. Transforming
Key questions are: what is our new vision , who are our new customers and how do we ensure ongoing organisational learning
.. and for an additional bonus !! Compare your perception to that of colleagues, MD and customers !
Happy Transforming
Monday 28 January 2008
Leadership - is it simply what we believe ?
Leadership is Deeper than That
Over the years there have been many definitions of what we mean by leadership. Various traits and characteristics have come and gone with fashion. Below I will highlight how leadership goes deeper than simply how we behave.
Leadership has been variously defined as
“personal mastery “ and “ shared vision “ by Peter Senge ( The Fifth Discipline )
operating at the four levels of “personal, interpersonal, managerial and organisational” by Stephen Covey ( Principle-Centred Leadership )
a question of style matching situation via “ directing , coaching , supporting or delegating “ by Kenneth Blanchard ( Leadership & the One Minute Manager )
These begin to hint at what lies beneath a clearer understanding of what drives leadership behaviours.
I would ask you to imagine for a moment that our behaviours are a result our past experiences, our emotions and our beliefs. HOW we behave is an effect of WHO we are!
If you had the belief system that
- Everyone is out to get you
- Its not your fault
- No one cares about what you do
-
Then consider how this would effect your behaviour. You are hardly likely to come bounding into work, full of energy and inspiration!
Alternatively imagine if you could choose to believe that
- You have unique inner resources
- You know what you want
- Focusing on a result moves you closer to it!
Roger Harrop (Staying in the Helicopter ) believes that the 3 attributes of leadership are belief, passion and courage. I believe that we are remarkable creatures with an incredible capacity to develop.
What is your belief system? How does it effect how you behave? What could you imagine yourself changing today?
Paul Maisey
Over the years there have been many definitions of what we mean by leadership. Various traits and characteristics have come and gone with fashion. Below I will highlight how leadership goes deeper than simply how we behave.
Leadership has been variously defined as
“personal mastery “ and “ shared vision “ by Peter Senge ( The Fifth Discipline )
operating at the four levels of “personal, interpersonal, managerial and organisational” by Stephen Covey ( Principle-Centred Leadership )
a question of style matching situation via “ directing , coaching , supporting or delegating “ by Kenneth Blanchard ( Leadership & the One Minute Manager )
These begin to hint at what lies beneath a clearer understanding of what drives leadership behaviours.
I would ask you to imagine for a moment that our behaviours are a result our past experiences, our emotions and our beliefs. HOW we behave is an effect of WHO we are!
If you had the belief system that
- Everyone is out to get you
- Its not your fault
- No one cares about what you do
-
Then consider how this would effect your behaviour. You are hardly likely to come bounding into work, full of energy and inspiration!
Alternatively imagine if you could choose to believe that
- You have unique inner resources
- You know what you want
- Focusing on a result moves you closer to it!
Roger Harrop (Staying in the Helicopter ) believes that the 3 attributes of leadership are belief, passion and courage. I believe that we are remarkable creatures with an incredible capacity to develop.
What is your belief system? How does it effect how you behave? What could you imagine yourself changing today?
Paul Maisey
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