Insights

Use the Force

Change
Force Field Analysis

At university I studied Physics and Chemistry. Physics can be defined as the study of matter and energy and the interactions between the two. These interactions are termed forces. Isaac Newton proposed his third law of motion that states, “For every action [i.e. force], there is an equal and opposite reaction”. When you sit in your chair, your body exerts a downward force on the chair and the chair exerts an upward force on your body. There are two forces resulting from this interaction – a force on the chair and a force on your body.

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Five Lessons on How To Treat People

Five Lessons About How To Treat People

I found this on the web there was no author and added some images.

In a training session on “behavioural centred Leadership” I asked the group what they said when in the evening their partner asked “how was your day” they agreed that more often than not there were two key responses. “Meh”, or “my manger is a complete ……” When I asked “Is your manager incompetent” the unanimous answer was “No, just a poor manager” We went on to discuss how behaviour is at the hart of many of managements problems.

This article shows us that when our behaviour is poor we do not get the results we desire and when our behaviour is good we are sometimes pleasantly surprised

1. First Important Lesson – “Know The Cleaning Lady”

 

Cleaner

During my second month of college, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions, until I read the last one: “What is the first name of the woman who cleans the school?”

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The Art of Giving Feedback

Some principles for Giving feedback

 

Change
The emotional journey of change

Giving feedback can have both positive and negative results. Here are my thoughts on how to make sure the result is more likely to be positive.

Checklist before proceeding

▪   Be Honest, with care.

▪   Be Specific, concise.

▪   Give examples, especially if the feedback is likely to surprise to the other person.

▪    Focus on things people can change:

▪   Relate to actual behaviour, not personality

▪   Constructive, actionable — make suggestions and offer alternatives — avoid giving       “the answer”

▪   Feedback should be based on observations, not inferences or assumptions.

▪   Don’t make value judgments.  Don’t evaluate.  “You shouldn’t have done that” could encourage defensiveness.

▪   Not too much, balanced, be positive first.  Two or three positive comments and one thing to change is a good balance.  Be genuine, don’t make things up.

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Vision, Mission (Strategy) & Values (7 Keys)

Vision

I have always struggled with mission statements, finding them in the main pointless. I once asked a group of executives if they could quote their mission statements. Not one offered to even have a go.

When creating a Vision, Mission and Values, I adopt the following, which has always worked, both emotionally (buy in) and literally (results)

Beginning with the vision, making clear where you are headed is key to all employees. If they are not clear where they are going they are more likely to get lost!

For the vision to be believable, and gain buy, in it has to be achievable. Conquering World markets may take a tad longer than conquering National markets, which in turn may take longer than Regional and so on.

I have found that 2 to 3 year Visions are more appropriate to start ups and fledglings. A lot can change for a start up in the first couple of years and this necessitates flexibility.

Having clarified the destination I find it helpful to visualise this as a FLAG. It is a future goal which we should all be headed towards.

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What is an engaged employee? Someone planning to marry?

Getting Married

The most valuable resource of a company walks out
of the door every evening and sometimes it comes back. When it comes back – it is worth considering how engaged or aligned the people are with the organisation’s top goals and priorities rather than how ‘satisfied’ they are.

Maximum productivity for most organisations does not come from a satisfied or happy employee; the most productive and loyal employee is known as an engaged employee.

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