Criminal or Leader : Caterpillar or Butterfly ?
“There is nothing about a caterpillar that tells you it’s going to become a butterfly “
What costs the UK £11 billion annually and doesn’t work ? Our criminal justice system!
Over 70 % of young offenders ( age 18-21 ) re-offend within 2 years !
Are you shocked – or do you think that simply locking people up doesn’t change their behaviours or beliefs?
What if we could apply the same world class interventions demanded by corporate business? What could a high quality personal leadership programme achieve? A reduction in the prison population of 5% would save £120 million annually – not to mention falling crime levels!
Having spent a year researching, designing and piloting we are now launching a brand new and unique leadership programme. Harnessing Potential Ltd, in conjunction with Buffin Leadership, is proud to launch the Chrysalis Programme at the House of Lords next week!
Our aim is to help individuals learn how to better understand , manage and modify their interactions with others , in terms of , attitudes , behaviours and and choices leading to less anti-social behaviour. Over 12 different modules, 18 guided learning days, they will be able to receive a BTEC level 2 certificate in Workskills.
Feedback so far has included
“It helps me realise how I can change my ways of thinking and thinking patterns, whilst having fun at the same time “
“ You’ve handed me a manual that could help me change my life , others and maybe even the world”
We are immensely proud that our leadership and creative problem solving techniques can generate such a positive response from young offenders! Who knows they may be the leaders of our future!
Thursday, 7 May 2009
Thursday, 5 March 2009
Surviving and thriving in a recession
Some months ago I was interviewed by ITV West on how to survive and thrive in a credit crunch ( as we called it then ). I highlighted 3 key areas of focus
CASH – the lifeblood of any business. Managing its ebb and flow and spending it effectively is critical
CUSTOMER – where the money comes from. Knowing who they are, what they want and why they should come to you
CREATIVITY – adapting to the environment and changing customer’s needs. Involving your staff and customer’s in adapting your product and services. Trying to find what works and then doing it
Also many business leaders have been saying that a good company pre the recession will be able to steer a course through these difficult times and come out of it stronger. Amidst all the gloom there are tales of firms adapting and growing. So what makes the difference?
According to “Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall 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
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters. 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 “
Two key models are of particular interest today.
SCORES – the six elements found in every high performing company
Shared information – so that everyone in the company can make the right decision
Compelling Vision – to energise and focus people
Ongoing Learning – changing and striving to get better
Relentless focus on Customers – an obsessive drive to keep customers
Energising systems – ensuring structures and processes are aligned to improving results
Shared power – teamwork, collaboration and engagement
PERFORM – the seven characteristics of high performing teams
Purpose and values – mutually agreed on goals
Empowerment – they have autonomy and decision making powers within clear boundaries
Relationships – people share their thoughts, opinions and ideas openly
Flexibility – adapting to changing conditions everyone is interdependent
Optimal Productivity – a commitment to significant bottom line results
Recognition – positive feedback reinforces appropriate behaviours
Morale – the team is confident and optimistic because all the above elements are in place!
If you want a book full of ideas that will help to energise you and your team then that take a look at this one and use whichever model works best for you!
For further articles and tips visit me at www.advancebp.co.uk
CASH – the lifeblood of any business. Managing its ebb and flow and spending it effectively is critical
CUSTOMER – where the money comes from. Knowing who they are, what they want and why they should come to you
CREATIVITY – adapting to the environment and changing customer’s needs. Involving your staff and customer’s in adapting your product and services. Trying to find what works and then doing it
Also many business leaders have been saying that a good company pre the recession will be able to steer a course through these difficult times and come out of it stronger. Amidst all the gloom there are tales of firms adapting and growing. So what makes the difference?
According to “Leading at a higher level “ by Ken Blanchard and published by FT Prentice Hall 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
Ken shares his experience of working with High Performing Companies across 300 pages and 13 chapters. 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 “
Two key models are of particular interest today.
SCORES – the six elements found in every high performing company
Shared information – so that everyone in the company can make the right decision
Compelling Vision – to energise and focus people
Ongoing Learning – changing and striving to get better
Relentless focus on Customers – an obsessive drive to keep customers
Energising systems – ensuring structures and processes are aligned to improving results
Shared power – teamwork, collaboration and engagement
PERFORM – the seven characteristics of high performing teams
Purpose and values – mutually agreed on goals
Empowerment – they have autonomy and decision making powers within clear boundaries
Relationships – people share their thoughts, opinions and ideas openly
Flexibility – adapting to changing conditions everyone is interdependent
Optimal Productivity – a commitment to significant bottom line results
Recognition – positive feedback reinforces appropriate behaviours
Morale – the team is confident and optimistic because all the above elements are in place!
If you want a book full of ideas that will help to energise you and your team then that take a look at this one and use whichever model works best for you!
For further articles and tips visit me at www.advancebp.co.uk
Wednesday, 4 February 2009
Credit Crunch - Managing Difficult Situations
As we all know we are in a recession! Many of the national indicators look pretty bad – GDP , employment levels etc – and every news bulletin seems determined to depress us. Whilst it is critical that we face this new reality it is equally critical that we all use our own abilities to manage and resolve the increasing tensions in the workplace. Two simple and effective approaches are outlined below.
An Overall Approach to Achieving Your Objectives
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!
Reducing Stress and Conflict with Colleagues
Listen. Take a breath and get a sound inner dialogue before you reply. At this point the other person will be all of the talking (or shouting).
Empathise and show that you have heard them. The purpose of this stage is to ‘fix’ the person. Say something like “I can hear that you’re angry about …” or “I can see how upset you are about …”.
Explore. Seek information, ask for clarification and / or check understanding. Questions must be assertive, evenly paced and asked with the voice up. Then summarise by saying “So if I understand you correctly, you feel that …”
Problem solve by discussing the options in terms of moving forwards. For example “how do you think we can resolve this?” or “what if we were to …?”
These two techniques will enable you to continue to achieve results , work with your colleagues and hopefully emerge through this period like a phoenix from the ashes !!
An Overall Approach to Achieving Your Objectives
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!
Reducing Stress and Conflict with Colleagues
Listen. Take a breath and get a sound inner dialogue before you reply. At this point the other person will be all of the talking (or shouting).
Empathise and show that you have heard them. The purpose of this stage is to ‘fix’ the person. Say something like “I can hear that you’re angry about …” or “I can see how upset you are about …”.
Explore. Seek information, ask for clarification and / or check understanding. Questions must be assertive, evenly paced and asked with the voice up. Then summarise by saying “So if I understand you correctly, you feel that …”
Problem solve by discussing the options in terms of moving forwards. For example “how do you think we can resolve this?” or “what if we were to …?”
These two techniques will enable you to continue to achieve results , work with your colleagues and hopefully emerge through this period like a phoenix from the ashes !!
Wednesday, 17 December 2008
Goal Setting for 2009
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 !!
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 !!
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????
Subscribe to:
Posts (Atom)
