Achieving Task


Outline

Change surrounds us and permeates our lives. We choose whether it just happens to us or we manage it when it does. Many fear or dislike change, rather than managing it they expend energy in, usually futile, resistance. Some change is imposed, some we choose. Just because we choose it does not mean that accepting it and dealing with it is easy. Much change is unstoppable, that does not mean that it cannot be slowed, understood and harnessed.

An interesting facet of change is that it never, ever, has the results predicted. The gurus of the future are always proved wrong in significant ways. This is because people, complex and unpredictable as they are, change change itself.

It is also because: MTBD > MTBS - The Mean Time Between Decisions is greater than the Mean Time Between Surprises. In most organisations it takes longer to make a decision than it does for the assumption on which the decision is based to change in some unforeseen way. All change brings opportunity as well as threat. What makes the difference is how you look at it, how you think about it and what you decide to do. Ask yourself: is this an opportunity or a predicament. If it's an opportunity, what can I do to benefit from it. If it's a predicament, what can I do to change it, or not be harmed by it.

Change often has people reacting emotionally, becoming trapped in their feelings. Your feelings about change are a signal that you could use your thinking skills to plan a route through the change.

aim

To be able to anticipate and plan for change

objectives

  • To understand the mental processes which occur when change is imminent
  • To analyse what causes anxiety, worry or fear and what can be done about it
  • To develop the ability to look ahead and anticipate change
  • To be better able to use the thinking, rational part of the brain when dealing with change
  • To improve in making practical plans to manage effects of change in a constructive way
  • To work on how to be an initiator rather than a victim when change occurs

outcomes

  • Improvement in your thinking processes, and your confidence to act, in situations of change
  • Better ability to gather and analyse information and plan and deploy resources when change is present
  • Understanding how to analyse risk in a realistic way
  • Be able to do all

Outline

Many people make decisions too early, too late or not at all. They make decisions with too little information, too much or none at all. Effective performance can be severely affected by the ability or inability to make the right decisions quickly and accurately.

How decisions are made, or not made, in organisations leads to poor results but often is not identified as a culprit.

Both logic and emotion have a part to play in decision-making to ensure that more of the right decisions are made with the right information at the right time with the right results.

aim

To make you more able to make the right decision with the right information at the right time at the right speed

objectives

  • To become aware of how you currently make decisions
  • To understand what causes you to delay making a decision, to make a decision too quickly or to make the wrong decision
  • To properly understand how to assess risk
  • To build your confidence in your natural decision-making ability
  • To have a blueprint for improved decision-making in different situations

outcomes

  • Understand why and how you make/fail to make decisions
  • You will stop delaying, you will stop making decisions too quickly
  • You will have an improved ability to avoid making wrong decisions
  • Ability to categorise the risk relating to your decisions
  • The necessary skills to make decisions naturally and without too much effort and difficulty
  • A blueprint to assist you in making difficult, and other, decisions

outline

Politics is defined, in the Oxford English Dictionary, as:

1 the activities associated with the governance of a country or area. ➤ a particular set of political beliefs or principles. 2 activities aimed at improving someone’s staus within an organisation: office politics. 3 the principles relating to or inherent in a sphere or activity, especially when concerned with power and status: the politics of gender.

Issues of governance, operations, power and status are crucial to how organisations operate and whether, and how, they succeed or fail.

Humans are social animals which implies that many, most, if not all of us, are also to a degree, political animals.

The ways in which organisational culture incorporates politics is key to how that organisation operates.

aim

To raise your awareness and understanding of how organisational politics affects performance.

objectives

  •           To be able to identify the benign and malign effects of organisational politics.

 

  •           To understand your own style and consider how you can best contribute to organisational politics.
  •           To examine how organisational politics drives, hinders or blocks performance.

 

outcomes

  •           A better understanding of what organisational politics is.

 

  •           A clearer idea of when it works for the organisation, when it works against it.
  •           Ability to read the signs in the culture of an organisation indicating how politics works in that organisation.

 

  •           Heightened awareness of which behaviours will benefit yourself and the organisation and which won’t

Outline

In the last decade, in many areas of business life, we have seen the ineffectiveness and failure which results from setting goals which are inappropriate, unrealistic and unreachable. These goals are usually being set without the right amount of, or no, support, lack of adequate knowledge of individual capabilities, training, coaching or resources. Small wonder that failure is often the result.

The ability to set and achieve realistic goals is one hallmark of an effective person. Much difficulty and unhappiness in life comes from a lack of goals, inappropriate goals or the inability to achieve goals.

Being able to set goals which stretch and develop the individual, contribute to the performance delivery of the team and to the overall results of the company is key to the sustained success of organisations.

aim

To give you the confidence to be able to set, manage and oversee the achievement of appropriate goals

objectives

  • To understand what are appropriate and achievable goals
  • To identify the difference between what is challenging and what is unachievable
  • To analyse what causes failure in the achievement of goals
  • To identify what you, and your team-members, need in order to succeed
  • To understand the process of setting and managing goals
  • To understand that saying it and setting it is not the same as achieving it.
  • To be able to set, manage and achieve goals yourself and to do it for your team

outcomes

  • Able to set appropriate goals for yourself and your team-members
  • The discrimination and assertiveness to not accept, or be bullied or coerced into setting unachievable goals
  • The awareness to know when you are starting to fail and do something about it
  • Ability to manage goals for the members of your team and help them achieve these goals
  • The determination to only set and accept goals which you are willing and able to achieve

Outline

Team Building 3 requires a preparatory session of four hours on-site at least two weeks before the course, this is included in the price. Alternatively a team could do Team Building 1 as the preparatory session. For a team which has already completed Team Building 1 and/or 2 there is no requirement for a preparatory session unless the composition of the team has changed.

Strengths and weaknesses in the team are tested using a mixture of inputs, exercises, review, analysis, feedback and incisive discussion. This improves understanding of what individual members must change in their behaviour to ensure success and what the team must do to capitalise on this.

aim

To forge a strong, cohesive, motivated, achieving team

objectives

  • To enable different individuals to work together as a single, cohesive unit
  • To improve understanding, tolerance, communication, support, challenge and success
  • To improve effective working when pressure and conflict is present
  • To get all team members working at a higher level of awareness, motivation, commitment and performance

outcomes

  • More enjoyment working in this team
  • Willingly contribute more of yourself to the team
  • Team will work in a more high-powered way
  • Honesty, directness and clarity will improve
  • Team will reach higher levels of performance
  • Being in this team will enable individuals to grow and develop


Outline

Meetings often take longer than they should and achieve less than they could. In meetings individuals often do not participate or, if they do, they do not do so in the most effective way for all present.

Meetings are necessary, they can be sources of information, direction and energy rather than a dreary and irrelevant waste of time that changes nothing.

To be useful meetings should have structure, focus and participation with agreements to action that are implemented. You will develop the confidence and techniques to do this with any group of people in virtually any situation.

aim

To enable you to run a meeting that is of practical use to all attending

objectives

  • To understand the mechanics and dynamics of meetings
  • To develop the skills to ensure that you and other attendees are involved and contributing
  • To be able to stop unproductive diversions, wandering off, people being there but absent and to use time effectively
  • To practise how to agree and reach consensus, assign and ensure practical, relevant actions

outcomes

  • Able to set realistic and relevant agendas for your meetings
  • The necessary skills to keep your meeting focussed and on track
  • The skills to involve everyone and ensure that everyone's contribution is heard
  • Be able to overcome barriers to consensus, gain commitment on an action plan and ensure follow- up
  • Know how to write accurate, professional minutes

Outline

The inability by individuals, teams and organisations to manage time, attendance and their work costs millions. Every manager should pay attention to this, especially when it becomes a problem. If you don't, it does.

Setting and managing custom and practice is important: if a lax culture is allowed to develop, managing time and attendance will grow into a major problem which becomes increasingly difficult to resolve.

It is far easier to set clear boundaries at the outset and relax them when necessary or appropriate than to set no boundaries and then try to impose them on unwilling people when it becomes necessary and unavoidable. This applies particularly in teams.

Self-discipline usually develops as a result of external discipline imposed. Some people have a greater capacity for self-discipline than others. It is an unhappy fact of life that some will try and get away with whatever they can. Clear rules and boundaries will help to keep everyone operating to an accepted norm and standards. If time and attendance is managed by clear, well-understood rules and guidelines, and efficient processes, then time is freed to deal with more important things.

aim

To enable you to confidently manage time and attendance

objectives

  • To understand what is required of you in managing time and attendance
  • To understand company requirements regarding time and attendance
  • To be able to formulate a time and attendance plan
  • To identify possible, or actual, problems and their solutions

outcomes

  • Ability to make an appropriate plan for yourself and your team
  • Understanding and ability to clearly explain company and organisation requirements
  • You will develop strategies, tactics and contingencies for dealing with difficulty, unwillingness and resistance

Outline

Resources are all around us although we often act as though there is a shortage. Resource investigation starts with an attitude. The central difference between someone with an optimistic, can-do attitude and someone with a pessimistic, can't-do attitude is that the former will be constantly seeking resources to help achieve while the latter will be constantly collecting problems to justify non-achievement. Poverty-thinking is infectious: in the dveloped world we are living with far more resources than anyone in recorded history and complaining more about shortage.

Individuals who are able to use creativity, curiosity, assertiveness and energy can find resource where none was apparent. These people usually go on to achieve greater things than others who are more easily discouraged.

Resource investigation encompasses more than just money and inanimate objects. Unexpected resources are to be found within oneself as well as in others. Luck, coincidence  and serendipity are resources which turn up frequently when individuals are open to them. Abundance of resource does not guarantee success but success often attends those who are able to find resources not apparent to others.

aim

To use resource investigation as a way to create a competitive edge

objectives

  • To understand how thinking often determines results
  • To see how many people stop themselves doing anything with negative, poverty-thinking
  • To understand that, in our world, there is not really a shortage of anything
  • To identify situations which require you to use resource investigation and understand what to do in these situations
  • To be able to use lateral thinking to improve your resource investigation

outcomes

  • Better able to gather and analyse information and plan and deploy resources
  • Understand how to identify and gather resources
  • Able to use lateral thinking to find resources and alternatives
  • Constantly conscious of the possibility of different ways of achieving what you are aiming for

Outline

If managers at all levels in companies had better skills in selecting and recruiting appropriate people to work for them their organisations would be more successful. Managers who are skilled and confident in their ability to get recruitment and selection right more of the time than they get it wrong understand that this is where motivation starts.

The ability to interview candidates for a job helps with many of the other situations where it is necessary to manage, question and listen to others. It is very good practice for focus, paying attention, asking detailed questions, listening and exercising judgement.

If you are responsible for recruiting you should have a clear understanding of your company's recruitment and selection process, be able to take part in this as and when necessary and be able to train others in how to operate it.

aim

To be able to run an effective recruitment and selection process

objectives

  • To understand what your company's recruitment and selection process involves and how it works
  • To be able to talk to a candidate's experience and understand the importance of this
  • To be aware of the different types of question required and how to frame these
  • To be able to probe for an adequate answer
  • To understand the importance of intuition in the recruitment and selection process
  • To be able to close the interview and keep any agreements made

outcomes

  • A clear understanding of your company's recruitment and selection process
  • Able to set up and run/help with recruitment and selection sessions
  • The skill of questioning candidates in such a way that they answer your questions from their practical experience
  • Trust in your questioning, analysis, judgement and linking it with intuition to make the right decision
  • Keeping the agreements you make at the end of each interview by agreed deadlines and understanding why this is important for individual and company credibility

Outline

Many individuals will perform better than their basic job description if they are rewarded appropriately for their extra energy. If everyone gets the reward, whatever the performance, then it will come to be seen as a right not as a reward. The expectation of rights leads to complacency and laziness. Reward and bonus schemes exist to recognise performance beyond the norm. If a bonus becomes expected for normal performance then that performance will suffer.

Reward and bonus schemes are intimately linked with performance management and appraisal and should be approached as a method of developing individual and team performance.

Properly structured and managed, reward and bonus schemes lead to higher motivation, better team-working and increased commitment.

aim

To be able to rigorously manage reward and bonus schemes

objectives

  • To understand what the purpose of a reward and bonus scheme is
  • To understand and be able to quantify the qualification criteria
  • To be able to explain this at the outset to team-members
  • To be able to clearly explain degrees of success, and failure to qualify, to team members

outcomes

  • Ability to set appropriate levels of qualification for your team
  • Understand how to explain clearly what the qualification and measurement procedure will be
  • Ability to use reward and bonus schemes to manage success and failure in your team