What do Michael Jordon, Muhammad Ali, and Roger Federer have in common?
All were arguably the best performers in their chosen sport. All were 100% focused on their goals. And ALL had Professional Coaches.
Their Coach would be listening to what was said about the latest performance, and suggesting changes. The recipient would listen, question, trial the changes in training sometimes adding their own contextual adjustments. The net result would be a better performance.
I have been informally coaching executives for over 30 years, and before getting into any detail I always ask, why they want to be coached:
Many in the work place are living with stress.
Whether you are the CEO, Executive, Manager or staff you are guaranteed to be suffering both emotionally and financially if there is stress in the workplace.
If you are a causing or suffering from stress you will be affecting the productivity and profits of the company, your own earning potential, your relationships with colleagues and your health.
In the main we all blame someone else for our stress, whatever the problem is, it is not ours! That’s why we’re stressed, right? After all if we were at fault we could (or should) do something about it!
Hmm I guess you are cringing a bit by now remembering how you blamed someone else for an action, which caused them stress. Perhaps you never hit your sales target and blamed your support staff for not getting you the appointments, or your marketing colleagues for not giving you the opportunity or even your finance colleagues for not approving your proposals.
All of us are the cause and suffer the affect of work related stress. Understanding how to manage the situation is rarely taught.
This is the third and final article written for the Institute of Directors way back in August 1991. I have not updated the stats for authenticity purposes. I hope you agree that it is as relevant today as it was in 1991.
Are you worth your asking price?
So far in this series of articles, we’ve established that continuous learning is vital and thinking has to be taught, if learning is to be taken effectively into the workplace. But what about the attending costs and benefits of this line of thinking?
Current statistics show that there is continued growth in the small to medium-sized company sector. Figures from the Institute of Directors show that of some 2.7 million companies in the UK, only 8,900 have more than 250 employees and around 50 per cent of the working population are in organisations that have less than 100 people. These companies, typically, are those without any specialist human resource facility – or certainly without anyone dedicated to people development.
Many organisations spend £000’s on the cost of recruitment without considering some very obvious ways to reduce their investment.
The hidden costs of recruitment extends to diverse areas such as the disruption to business of integrating a new member within existing teams to what happens when a wrong appointment has been made.
Here are some key blunders frequently made by business leaders when recruiting:-
1. Don’t consider the business direction
2. Don’t consider the business need
3. Don’t consider the needs and requirements of the team
4. Advert not worded properly
5. Hire misfit ‘Squegs’ (square pegs in round holes)
6. Don’t pay enough for the best people
7. Hire because you like them
8. Don’t see the ‘real’ person at interview
9. Mistake qualifications for experience
10. Don’t adequately check references
11. Assume because the candidate has done the job before they are good at it
12. Don’t know how to motivate different personalities
13. Hire family members to the detriment of the business
14. Don’t use Behavioural Profiling as part of the recruitment process
Using Behavioural Profiling as a key tool in your recruitment process is a sure way to minimise cost and disruption to the organisation.
Call or mail Rikki Hunt Associates to find out more 01793 441450
“True knowledge exists in knowing that you know nothing”
A quote of its time clearly but the point. Understanding that you do not have to know everything. Is OK.
Many people at top management level are afraid to admit that they do not know the answer. As a result, they make decisions when they are not in the best position to do so. It follows that many of those decisions create unsuccessful outcomes – as well as frustration for those that did know’and were not asked.
Those who profess to know everything will inevitably proceed to do or control everything, frustrating all those around them.