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A Simple Way To Build A Great Reputation

I’ve had another frustrating week.
 
I’ve spent far more time than I should have done on the phone to various people trying to get them to do what they promised they would. I won’t name names but this includes:

• getting a well-known online bookshop to sort out books which never arrived
• getting a high street bank to send me my statements which they have told me 3 times they would send but haven’t
• chasing a local builder for a quote for paving the drive which he promised days ago
• reminding the people who fitted our bathroom that we’re still waiting for them to come back and replace something they said they’d fix 3 weeks ago
• trying to get a mobile phone network to send me the sim card they promised me 2 weeks ago

Spot the theme here?
 
When I talk to people about customer service, I usually say that you need to do more than what’s expected to make a real impression on customers. You need to do that bit extra. If they just get what they pay for they’re not going to be particularly impressed.
 
I’m beginning to change that idea now. I’m prepared to lower the bar in terms of my expectations.
 
A lot of service these days is so poor that, if people just do what they say they’ll do, turn up when they say they’ll turn up and not make you chase them to get things done, that counts as pretty impressive.
 
I’m surprised myself when some of my own clients say they’re pleased because they can depend on me to do what I say I’ll do. If I agree a deadline, I make sure I meet it. It’s amazing how many people don’t actually do that.
 
If you’re thinking, ” Well, I don’t work with customers or clients, this isn’t relevant to me “, think again.
 
Whatever work you do, you work with other people. You probably provide a service of some sort, perhaps to others in your organisation. If so, they are your internal customers.
 
What sort of reputation do you have? Are you seen as someone who is reliable, efficient, a ” safe pair of hands “? Can people give you a task and know that it will be completed on time?
 
Or are you seen as someone who needs chasing to get things done, someone who can’t be relied on to meet deadlines, someone who needs to be supervised and monitored? If people give you work, do they need to make a note to themselves to follow up to make sure it’s getting done?
 
There’s an American speaker and writer called Larry Wingett. He’s known as the ” pitbull of personal development “. One thing he says is that you need to show integrity in whatever you do. And the way you do that is to ” do what you say you’ll do, when you say you’ll do it, the way you said you would do it “.
 
I think that’s a simple guide to earning respect and building a reputation as someone who can be trusted and given responsibility, as well as being the basic requirement of good customer service.

For more great tips, get your FREE copy of The Book Of 100 Management Tips from www.ManageLeadSucceed.com

8 Ways To Spice Up A Speech

You’ve probably listened to some great speakers and been impressed by their ability to hold your attention. However, I’m willing to bet they are outnumbered by the awful, tedious speakers who have you looking at your watch after the first few minutes and struggling to keep your eyes open for the rest of the time.
 
What is it that the great speakers do which the poor speakers don’t? Well, lots of things and we haven’t got all day so here are just 8 tips to spice up any talk or presentation. And none of them involve PowerPoint.
 
1. Tell anecdotes and stories from personal experience to make the points more real and interesting and to show their relevance. Stories are a good way to introduce humour without trying to tell jokes ( great speakers rarely tell jokes ).

2. Use relevant quotations – and, ideally, avoid the most obvious people and the ones everyone has heard before. Or see if you can use a well – known quotation but in a different context to give it a new twist. Or take a well-known quotation and disagree with it.

3. Use rhetorical questions, such as, “ So what does that mean for people such as yourselves? How will your lives be changed if this proposal goes through? “
 
The power of these questions, if used well, is that people automatically want to hear the answer, which you are about to deliver. Don’t wait too long, though, or someone might think it’s a real question and shout out an answer, which can be embarrassing.

4. Use repetition of a particular phrase to build emphasis. “Is it right that we should have no say in this? Is it right that we should be expected to accept it with no consultation?“ ( Notice also the use of rhetorical questions! )
 
5. Use the power of three. “ This software has the power to change the way you work, change the way you communicate, change the way you do business. “ Three times seems enough to build to a climax without overdoing it.
 
6. Bring in startling statistics, “ Every 5 minutes, someone trips over a cat. “ ( But don’t make them up, like I just did. )
 
7. Use unusual analogies, e.g. “ It’s like using a frog to herd sheep. “ ( Do let me know if you find a suitable occasion to use that one ).

8. Use familiar references to illustrate figures, e.g. “ That’s the length of two football pitches “, “ It’s the equivalent of a man jumping over a three storey building.”
 
These are some of the common rhetorical tools which great speakers have used for many years. To my mind, many of them have been lost because of an overdependence on slides and a temptation to hide behind technology.

To get your FREE copy of The Book Of 100 Management Tips, visit the website at www.ManageLeadSucceed.com

The 3 Rs Of Successful Management

Last year, I visited several organisations delivering a talk called ” Bringing Out The Best In People “. 

One of the key elements of the talk was that, to get the best out of people who work for you, you need to give them 3 things – coincidentally, they all begin with R. I thought I’d share them with you today.

1. Recognition

One of the major motivators for people at work, supported by research and also by my own experience of speaking to hundreds of people about this, is recognition.

If you want people to perform at a high level consistently, you need to make sure that you recognise their efforts. Of course, recognition can take many forms – it could mean a bonus, a mention in the company newsletter, a certificate, an ” employee of the month ” award.

But do you know one of the most powerful ” recognition strategies ” you can use to motivate people?

Just saying, ” Thanks, you did a really good job there, I appreciate it. ”

Never underestimate the impact of just letting someone know that they’ve done a good job. I’ve worked for people who did this regularly and it always made me want to do that bit more for them. They were the managers that other people wanted to work for and produced their best work for.

On the other hand, if you do your best or give a bit extra to meet a deadline, for example, and no-one says a thing – how likely are you to make the effort the next time?

I’ve worked with, and coached, managers who thought it was unnecessary to thank people for ” just doing their job ” – and it’s not surprising that these managers found it hard to get the best out of their teams.

2. Responsibility

If you want to see what people can do, you need to give them the chance.

You’ll never learn what someone’s potential is until you give them some responsibility and see how they react to it.

And that means mentioning a word which I know lots of managers don’t like, which is delegation.

I constantly meet managers who hold on to work which they shouldn’t be doing because they don’t really trust their teams to do the work for them. Then they complain because they’re too busy!

At some point, you need to give the people who work for you a chance to show you what they’re capable of. Some will shine, some may struggle, but unless you give them a go you’ll never find out.

That doesn’t mean you have to throw people in at the deep end and leave them to struggle. You need to give them some support and help them when necessary. But it doesn’t mean standing over their shoulder watching their every move either.

You need to find a balance where you give people the support they need but also give them scope to try things out for themselves. 

One manager I worked with said he had been reluctant to let some of his team take on tasks he used to do himself but, when he finally let go, he found that they came up with new ways of tackling the work which were better than the way he used to do it!

3. Role Model

Mahatma Gandhi said, ” Be the change you wish to see in the world “.

If you want people to behave in a certain way, you need to be the example. People will respond to what you do more than they’ll respond to what you say.

And, guess what? If you’re a manager, you already are a role model. People are already looking at you to see how you behave and taking their cue from that. They look at you to see what’s acceptable, what’s expected, what they have to aim at.

What are they seeing?

You can’t expect others to do their best and give a bit extra if they see you coasting or taking it easy.

You can’t expect others to be positive and motivated if they hear you moaning and griping about things.

You can’t expect others to work together as a team if you don’t give them support and leadership.

Your own behaviour determines how high you set the bar for others. What example are you giving them?

Those are my 3 Rs of successful management, If you can offer these, you’ll be well on the way to getting the best out of the people who work for you, and also becoming the sort of manager others want to work for.

How To Set Boundaries With People At Work

By this I mean letting people know what you will and will not do.
 
This is particularly important where you feel you need to stop doing certain things, e.g. taking on extra work, staying late, doing things that you really don’t want to do.
 
Often we encourage other people to act in a certain way towards us by our own behaviour. For example, someone once told me that people in her office kept interrupting her when they had finished their work and wanted to chat.
 
I asked her what she was doing that encouraged them. It turned out that she had never made it clear to these people that she didn’t want to be interrupted or that she was busy. She felt it would be rude to ignore them so she usually stopped what she was doing and spoke to them for a while. In other words, she did exactly what they wanted her to do!
 
Her only hope of this stopping was if they suddenly changed their behaviour and went to someone else to talk. But why would they? The current situation worked for them so they didn’t need to change it.
 
The answer was for her to set boundaries, to make it known that she was not always free to talk.
 
Setting boundaries is particularly difficult once we have settled into a regular way of responding to someone. Simply, the more times you say yes, the harder it is to say no. Also, the harder it will be to get the other person to accept that you mean it.
 
There are a number of key points here.
 
Firstly, work out a way of saying what you want which is not rude but is clear. For example, ” I’m sorry, I’d love to talk to you but I’ve really got to get this work done. Why don’t we get together at lunchtime and catch up? ”
 
Or ” I know I’ve worked late in the past, but it’s really eating into the time I can spend with my family, so I’m going to start leaving on time from now on. ”
 
Secondly, accept that the other person will find your new behaviour surprising and may try other ways to get you to do what they want.
 
They may become more aggressive or they may act offended to make you feel guilty. Be prepared for this. But don’t let it put you off.
 
This isn’t always true, though. Sometimes you may actually be surprised at how easily others accept your wishes once they know what they are.
 
Third, don’t back down. You’ve seen parents with children who want something. The parents says ” no ” several times but the child is persistent. Eventually the parent gives in and says ” yes “. What does the child learn from this? That persistence pays off. The parent’s boundaries are not real ones, they are negotiable.
 
Don’t be like this. Once you have made your position clear, you must stick to it.
 
Fourth point – for this reason, make sure you only set boundaries which you are willing and able to stick to.
 
As an exercise, write down some situations where you feel you need to set boundaries with other people. Then give each one a mark out of 10 for how difficult you think it would be to do this. Start with a couple of the easier ones first and work your way up the list.

For more great management tips, get your free copy of The Book Of 100 Management Tips from http://www.manageleadsucceed.com

Delegating Work, Dumping and ” Don’t Do That! “

Back in the days when I was a Tax Consultant, one of my jobs was to negotiate with clients who were quibbling about their bills ( I know, the nerve of some people ).

One of the Partners I worked for used to say, ” Go out and see them and agree how much they’re going to pay. ” When I asked how much scope I had for discounting the bill if it came to that, he always said, ” I’ll leave it up to you. Do whatever you think is best. ”

Now, that sounds like good management, delegating work and giving me some responsibility ( or ” ownership ” or ” empowerment “, to use two examples of modern jargon ).

The problem was, if I came back and said I’d agreed they could have a 10% discount, for example, he’d go mad and say, ” What? Why did you agree to that? “ 

That’s the problem with giving people some scope to make decisions, they may make ones you don’t like. And that’s a problem with delegating work – how much authority do you give people to make decisions or to use their own judgement?

There are two extremes of delegating. The first is delegating as dumping – where you just drop a task on someone and leave them to sink or swim ( usually sink ) with no guidance or support.

The other extreme is where you give them the task, then stand over their shoulder, saying, ” No, don’t do it like that! ” I’ve worked for people who did that, they’re called micromanagers or control freaks or other colourful terms which I can’t repeat here.

So how do you decide how much authority or responsibility to give someone when you’re delegating work to them?

As you might guess, the answer is ” it depends “. On what? Well, on:

  • their level of experience
  • your confidence in their judgement
  • the importance of the task
  • the consequences of them making a poor decision
  • how much you want to use the task to motivate and develop them

 When you delegate, the other person needs to know certain things, such as:

  • what the end result is that you want from them
  • what the deadline is for completing the task
  • how much scope they have for making decisions
  • in what circumstances they should come back to you for help
  • when you want them to report back on progress
  • the resources available to use
  • what the purpose of the task is and why you’ve chosen them to do it

In some cases, if a task is fairly routine, you may not need to say much because the other person may already know the answer to most of these questions. Having said that, it’s still possible to make false assumptions about what the person knows so it’s best to check. 

Then, once the person has begun the task, you may not need to supervise them much, just to be available if they need help. 

With non – routine tasks, say ones which the other person hasn’t done much before, you may need to carry out quite a comprehensive briefing to make sure everything is clear.

Then, when they’re working on the task, you may need to have regular points at which you review progress and deal with any problems which have arisen. 

In terms of giving people authority to make decisions, this may be part of the learning process for them. You may do this to help them gain experience and confidence. 

In the example of my negotiating fees with clients, this was part of the plan. Where it went wrong was that the Partner had a fixed idea of how much room there was for haggling and it would have been helpful if he had let me in on that piece of information instead of keeping it to himself until I got back. 

So it’s a bit of an art deciding how much freedom to give people when you’re delegating work. You want to give them enough to build their confidence, develop their experience and motivate them ( because micromanaging does none of these things ). But you also need to give them support and guidance so they aren’t left to flounder and, if there are specific limits to the judgements they can make ( e.g. how much discount to allow a client ), they need to know about this at the start.

For more great tips to make you more effective, get your FREE copy of “The Book Of 100 Management Tips” from http://www.manageleadsucceed.com

Managing Performance & Developing People

Management should be very simple – you set clear expectations of what you want other people to do and you monitor their performance to make sure they’re doing things correctly. Then you let them know how well they’re doing and help them when they need it.

Unfortunately, this doesn’t actually happen very often. It’s surprising how many managers are really poor at:

  1. establishing clear expectations in the form of goals and acceptable standards of performance
  2. giving feedback on how well people are doing and
  3. developing the people who work for them so they can achieve higher levels of performance.

In many organisations, managing performance is left to formal appraisals or reviews which take place once a year ( if that ). Otherwise, people are pretty well left in the dark about how well they’re doing.

Many managers avoid giving feedback because, if people are doing well, they don’t think it’s needed and, if they’re not doing well, they don’t know how to tackle the issue. So they either avoid it or they launch into a very blunt critique of the other person’s abilities – and then they wonder why the person reacts by being defensive, angry or confrontational.

People need to develop skills, knowledge and the right attitude in order to be effective and it is the role of a manager to help them do this. An effective manager needs to be able to delegate, to brief, to coach and mentor, to spot training needs and take appropriate action to deal with these.

Some common problems you might see in this area are:

  • Managers don’t set clear objectives for performance or agree goals with staff - so people aren’t clear what’s expected of them or what constitutes an acceptable standard of work, they don’t carry out the right tasks or to the right level
  • Managers don’t give feedback regularly or skilfully - so people don’t know how they’re performing, they lack motivation and don’t work to a high level, they do not react well to feedback when it is eventually given, there is conflict and resentment and poor working relationships, formal appraisals occur infrequently, no-one want to take part in them and they do not achieve the desired results
  • Managers do not delegate work enough, or well - so their staff do not develop the skills and experience they need, work is done at the wrong level and people are demotivated
  • Managers don’t see their role as being to develop people or they are not skilled in doing this - so staff go without adequate training and development, they cannot improve their performance levels, they lack motivation and struggle with tasks which they should be able to do
  • Managers have a very directive style and do not use coaching to develop people who work for them - so people do not learn to work on their own initiative, they depend on the manager for answers, tasks take longer and the manager must spend time reviewing work and answering questions
  • Performance issues are not addressed early on and are left until they become critical - so underperforming staff are not dealt with quickly enough and work continues to be carried out at an unacceptable level, conflict occurs when the issue is finally raised, meanwhile there is friction in the team because others see the issue is not being dealt with

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How To Give Feedback

Solutions in this are might focus on:

  • Performance management
  • How to carry out successful performance appraisals and reviews
  • Delegation skills
  • Coaching and mentoring
  • Leading high performance teams
  • Training for trainers

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Some of the benefits of working with me would be:

  • Managers set clear expectations about roles and levels of performance – so people are clear about what they need to do and the level they must work to
  • Managers give timely and effective feedback and deal with performance issues as they arise – so staff know how well they are doing and where they might need to improve, performance levels are high and people are motivated and get more job satisfaction
  • Managers can carry out effective performance reviews and appraisals, both formally and informally
  • Managers delegate appropriately and skilfully – so work is done at the right level and staff develop the skills and knowledge they need
  • Managers understand the role they play in developing individuals and teams and can use a range of methods to do this, including  – so staff are skilled, motivated, work together without conflict and have high morale and commitment, they can work independently and without excessive reliance on the manager to guide them

 For more information about how to manage performance, look at the articles in this category in the Management Tips Blog

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Time and Self Management

A common problem for managers is that they work too hard! Of course, they’re meant to work hard, but often they work harder than they need to. This is partly because they work on some of the wrong things.

Both problems are usually the result of failing to delegate as much as they could. Many managers hold onto work which they should pass on to others. This often happens because they haven’t yet realised that their role has changed and they are now responsible for getting things done rather than for doing things themselves.

But delegation isn’t the only skill they need to learn. As their lives get busier and they take on more responsibility, they need to learn effective time management techniques and working practices which will allow them to be more effective – that is, to get results – and still go home at nights.

So they need to be able to plan, to prioritise, to make decisions about which tasks are most important, to deal with interruptions, to avoid procrastination and to answer the crucial question, “ What should I be doing now? “

Some common problems you might see in this area are:

  • People are overwhelmed by the amount of work they have to do - so tasks pile up, things are not completed on time or the standard of work drops
  • People procrastinate and put things off or they are indecisive about which tasks to work on – so tasks take longer than they should, deadlines are missed or work hurriedly completed at the last minute, people are less productive than they could be
  • People make poor choices about which work to focus on and fail to prioritise correctly - important tasks are not done while less important ones are completed, too much time is spend on some work which makes it expensive and non – commercial
  • Managers don’t delegate when they should or delegate poorly, without sufficient briefing or coaching about the tasks – so work is done at the wrong level, staff at lower levels are not working on the right tasks and are not developing the skills and experience they need
  • People allow work to be interrupted by other people or by emails and phone calls – so work takes longer than it should, they do not set a good example for effective working practices, they are inefficient and unproductive and have to work longer to get everything done
  • People are poor at running meetings, failing to set clear objectives, provide agendas and stick to times – meetings are unproductive and take too long, time is wasted, tasks not allocated correctly, people are not clear about what needs to be done or by whom

Download the Free Whitepaper:

How To Manage Your Time Successfully

Solutions in this area might focus on:

  • Managing yourself and your time
  • Making the most of meetings
  • Delegation skills
  • Personal Effectiveness
  • Coaching and mentoring

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Some of the benefits of working with me would be:

  • People manage their workloads effectively – so they achieve more, work gets done in less time, people feel motivated and have a sense of achievement and enjoy their work more
  • People carry out tasks in time and without delay, they can deal with interruptions and prioritise – so the right things get done and in good time, no deadlines are missed and work is done effectively and efficiently
  • Managers delegate successfully – so work is done at the right level, staff are developed and motivated, work is carried out commercially and everyone is more productive, managers spend more time on critical tasks which are appropriate for their level
  • People learn how to run, and participate in, effective meetings which start and end on time and achieve results – so no time wasted in unproductive meetings, more gets done in less time, people feel more energised and committed, everyone is clear about what needs to be done

For more information about how to manage yourself and your time, look at the articles in this category in the Management Tips Blog.

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Influencing and Motivating

Let’s face it, management is largely about getting other people to do what you want them to do, and to do it well.

To do that, you need to be able to influence and persuade people and also to motivate them to perform at a high level.

Influence and persuasion involve some high level communication skills – being adaptable and able to deal with all sorts of different people, being able to build rapport with people and to show empathy and understanding of their position.

To influence someone, you need to understand what moves them to take action, what’s important to them and which approach is most likely to work with them ( no one approach will work with all people in all situations ).

You may also need to be able to influence and persuade in a range of situations, e.g. one to one, in a meeting or in a presentation. You need to persuade staff, colleagues, higher levels of management, clients, suppliers and others you work with.

Why do you need to motivate people? Aren’t they paid to do their job, what do they need to be motivated for? ( I’ve heard managers say this ).

Well, be honest, does anyone work at 100% effectiveness all the time? Don’t we all have some days when we slack off a bit and do just enough? In fact, some people will do that most of the time if you can’t find a way to inspire them to do more.

The good news is…there are lots of ways to do that ( and most of them don’t cost anything ).

Some common problems you might see in this area are:

  • Managers only have one style, which may work with some people but is ineffective with others, they cannot adapt their approach- so they struggle to motivate and inspire some people who work for them, they have little rapport with certain kinds of people and find them difficult to work with, they fail to build high performance teams around them
  • Managers have a dictatorial approach where they “ tell “ people what to do rather than involving and engaging them- so they cause friction and conflict and don’t build loyalty and commitment in their teams, there may be high staff turnover and performance declines as people become resistant to this approach
  • Managers fail to motivate people who work for them because they do not understand what is important to their staff and do not use a range of methods to encourage commitment and high performance- so performance levels are lower than they could be, morale is generally poor and people do what they have to but don’t respond when asked to do anything extra, important tasks are not completed or are not done well
  • Managers are effective in some situations but not others, e.g. they are not successful in sales presentations or in negotiating fees, they struggle to express themselves clearly and persuasively in meetings- so they have limited success, they may fail to negotiate the best terms for contracts or to win new work, they cannot gain support for their ideas or persuade others to follow them

Download the Free Whitepaper:

How To Motivate People

Solutions in this area might focus on:

  • Managing and motivating people
  • Influencing and persuading
  • Negotiation skills
  • Persuasive presentations
  • How to be effective in meetings
  • Building high performance teams

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Some of the benefits of working with me will be:

  • People will have a wide range of skills in communication and motivation which they use to persuade and influence others – so they can achieve high performance levels with their teams and work well with different personalities, whether staff, colleagues or clients and business contacts
  • People will be able to adapt their approach to suit the people and the situations they come across – so staff perform at a high level, show commitment and enthusiasm, are more productive and work more effectively
  • People will be able to get their ideas and opinions across with impact and confidence – so they can inspire and convince others and get agreement to what is needed, whether in meetings, presentations or one to one

 For more information about how to influence and motivate people, look at the articles in this category in the Management Tips Blog

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Being a Leader

Management and leadership are not the same thing but many organisations want their managers to play some sort of leadership role. What does it mean to be a good leader?

Some people define leaders by their characteristics, which could include:

  • Confidence
  • Integrity
  • Energy and enthusiasm
  • Resilience
  • Consistency
  • Adaptability
  • The ability to inspire
  • Vision
  • Decisiveness

Others might define leaders by their actions, which would include:

  • Creating and promoting a vision
  • Developing a strategy
  • Setting clear goals and expectations
  • Focusing on moving forward rather than maintaining the status quo
  • Making critical decisions
  • Creating a defining culture or ethos for the organisation

The first part of becoming a leader is to make the mental shift necessary to see yourself as a leader rather than as a follower or as a “ doer “. Not everyone can do this.

In some cases, managers see themselves as responsible for day to day operations and do not think in broader terms, leaving the “ big decisions “ to others and, when they are called upon to step up to a higher level, they find it difficult ( see the page on Mindset and Attitude for related issues ).

Some common problems you might see in this area are:

  • Leaders spend too much time on day to day management and not enough on strategy or planning- so the organisation lacks direction, there is no clear vision, decisions are taken on an ad hoc basis rather than as part of a long – term strategy
  • Leaders are not clear what being a leader means and what is required of them on that role- so they spend time on the wrong tasks and don’t give clear direction to others, they wait to be led rather than making decisions and taking action so critical things do not get done quickly enough and there is little direction
  • Leaders are indecisive, taking a long time to make decisions or acting on impulse rather than sound judgement- so mistakes are made, decisions take too long and opportunities are missed, staff lack direction and leaders do not inspire confidence
  • Leaders do not have, or communicate, a clear vision- so staff are not inspired or clear about where the organisation is going, motivation and morale are affected, people work on the wrong things and different departments or groups go in different directions rather than working together towards the same end
  • Leaders are not able to foresee, identify or deal with problems or conflicts- so problems build up and become more significant, conflicts develop, teams work less effectively, there is a poor working atmosphere, there is too much time spent on “ fire fighting “ and not enough planning

Download the Free Whitepaper:

How To Be A Leader

Solutions in this area might focus on:

  • Thinking like a leader
  • Moving from management to leadership
  • Leading high performance teams
  • Leading people through change
  • Problem solving and decision making
  • Creating a vision
  • Motivating and inspiring people

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Some of the benefits of working with me will be:

  • People understand the difference between being a manager and being a leader – so they spend time on appropriate tasks, such as planning, strategy and creating a vision, so the organisation has a clearer direction and decisions are made within an overall strategy
  • People take on the role of a leader rather than a follower – so they give clear direction to others, they build loyalty and commitment amongst their teams, so the right tasks are carried out and they are performed to a high level
  • People know how to set, and gain commitment to, clear and challenging goals for the organisation and for individuals within it – so everyone knows where they are going and can commit to the future of the organisation
  • People are more decisive and can tackle and solve problems more effectively – so decisions are taken on a timely basis and problems are tackled before they have a major impact
  • People know how to build high performance teams and to lead them through periods of changes and challenges

For more information about how to be a successful leader, look at the articles in this category in the Management Tips Blog

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Mindset and Attitude

Mindset and attitude are the things which underpin all aspects of effective management and leadership. If these are not right, people will not, and cannot, develop and apply the skills they need to be successful.

One of the first problems many new managers have is that they don’t make the mental shift to being the leader. Often, these are what I call “ reluctant managers “, people who are in denial about their role.

This shows itself in 3 ways.

Firstly, they want to keep doing the same job they did before and not recognise that their focus now should be on managing other people, not on doing everything themselves.

Secondly, they try to still be “ one of the team “, to have the same relationship with other people as they had before. But that doesn’t work. Other people know that things aren’t the same. They treat you differently, they expect different things from you once you’re their manager.

Thirdly, they fail to take a leadership role, focusing too much on everyday tasks and not enough on strategy, planning or creating a vision for the organisation.

Another problem is a lack of confidence and self – belief. This holds people back from trying new things, from dealing with change, from taking the lead. It also undermines people’s resilience and persistence when things get tough, they don’t overcome setbacks easily.

Some of the common problems you might see in this area are:

  • People lack confidence in their abilities and potential - so they don’t take the necessary actions, they don’t deal with change well, they don’t lead by example, they are not persuasive and inspirational
  • They haven’t made the shift from being a team member to being the manager - so they don’t deal with problems quickly enough, they continue doing work they should delegate, they find it hard to give staff feedback or discipline them when necessary, they don’t command respect or give a clear lead
  • People have a negative attitude, they tend to see problems rather than solutions, they don’t have a “ can do “ approach – so they don’t motivate others, they give up easily or blame others for things which go wrong, they feel stressed and anxious, they can’t be relied on to instigate, or carry out, new ideas
  • They are intimidated by certain people and don’t put their opinions across forcefully or speak up when they should – so they don’t play a full role in making or carrying out decisions, they don’t stand out as leaders and don’t carry others along, they don’t gain other people’s confidence or support
  • They don’t deal well with pressure, can’t think clearly and can’t cope with increased responsibility – so they suffer from stress and pass stress on to others, they make poor decisions, they lack energy and enthusiasm, they can’t handle change or manage change in the organisation, they may become unreliable

Download the Free Whitepaper:

How To Think Like A Winner

Solutions in this area might focus on:

  • Think like a winner
  • Becoming a leader
  • Developing super confidence
  • Positive thinking
  • Problem solving and decision making
  • Breaking through limiting beliefs and self – doubt
  • One – to – one coaching for managers and leaders

For more details of training courses I can offer in these areas, go to Management & Leadership Training

Some benefits of working with me will be:

  • People will be more confident and sure of their roles, their own strengths and their potential – so they can achieve more, inspire and lead others and gain respect
  • Managers will make the mental shift needed to become leaders - so they will be able to build support from their teams and give clear direction, they will carry authority without being unapproachable
  • People will develop a positive and optimistic attitude – so they will  be more resilient, they will overcome problems and not be overwhelmed by them, they will set a good example for others to follow
  • People will recognise the symptoms of stress and deal with them effectively – so they will work better under pressure, maintain focus and energy, manage their time successfully and achieve greater results
  • People will project confidence and assurance in all situations and state their opinions and ideas clearly and with impact – so they will influence and persuade others, play a full role in decision making and planning

For more information on how to develop the right attitude to be confident and successful, look at the articles in this category in the Management Tips Blog.

For more details of training courses I can offer in these areas, go to Management & Leadership Training

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