Relating to People


Outline

Whether it's a face-to-face meeting, a telephone call, social media or any other medium, communication is a complex process which requires constant attention so that meaning is sent and received as intended.

Inadequate communication is often a source of misunderstanding and conflict. It interferes with productivity and profitability. We have all experienced the frustration of not being able to get through to someone, or of being misunderstood. We all have the ability to be good communicators, we just need to develop the skills and practice them.

Communication is difficult, sometimes because of the situation, sometimes because of the people involved. It is relatively easy to implement a few basic skills to be able to improve noticeably.

aim

To enable effective communication

objectives

  • To understand the principles of effective communication
  • To know how to listen and when it is important
  • To improve questioning and listening skills so that messages received are clearly understood and, where appropriate, passed on
  • To become aware of various communication styles and to learn how to adapt your style when necessary
  • To learn how to build rapport and empathy between you and others
  • To learn how to communicate with clarity and gain commitment

outcomes

  • Ability to use principles of effective communication in daily work
  • Confidence in ability to prioritise issues
  • You will actively seek clarity in information you receive and pass on to others
  • Be able to make different communication styles work for you
  • Knowledge of how to build rapport and empathy with others and ability to do it

Aim

To experience communicating at a high level

Objectives

  •        Understanding the basic principles of Intentional Communicating
  •        Being still and receptive
  •        Learning Active Listening
  •        Turning on and tuning in
  •        Practising switching in and out

 

Communicating

This Ignition Event provides an intense practical experience of deep-level communication and how to achieve it.

It demonstrates, in an experiential way, how to be able to switch in and out of the Intentional Communication state.

It allows you to experience intense focus and deep concentration and you will learn how to be able to access these at will.

You will learn about the Alpha and Beta states of brain activity and how each state affects the quality of your concentration and, therefore, of your communication.

Outcomes

  • This Ignition Event will enable you to: 
  • Translate the principles of Intentional Communicating into action
  • Use Intentional Communicating to develop relationships and performance
  • Listen actively and understand the deep impact it has
  • Tune in to the overt and subliminal messages others send
  • Being able to switch in and out of Intentional Communicating at will

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

The ability to manage pressure, stress and conflict is becoming more important by the day as we face increasing pressures in the working environment and results become ever more important. Inner conflict and inappropriate external demands cause stress, eroding our ability to deal effectively with other people and with difficult situations.

The management of pressure, stress and conflict is something that can, and should, be done minute-to-minute through our lives. It does not require specialist knowledge, simply self-awareness, some training, a strategy, some tactics for emergencies and the willingness to invest a little time on an on-going basis. The results yielded can be out of all proportion to the time invested.

Much pressure, stress and conflict at work is hidden but the results are visible and appear on the balance sheet.

aim

To develop your ability to manage pressure and stress and understand and manage conflict productively

objectives

  • To understand how conflict leads to stress and how stress leads to conflict
  • To understand how unresolved inner conflict causes external conflict and other problems
  • To analyse what your optimum levels of stress are
  • To explore what your personal style is with regard to conflict and its resolution
  • To identify tactics to use when you are under stress
  • To understand the links to assertiveness and influencing

outcomes

  • Understand the equation for stress and be able to use it appropriately
  • Recognise and break the vicious cycle of stress - conflict - stress - conflict . . .
  • Understand what causes you inner conflict
  • Be able to resolve inner conflict and express confusion, difficulties or concerns appropriately
  • Develop tactics to release your stress and stop it building up to the point where you become ineffective
  • Identify those people and situations which cause you stress and be better able to anticipate them
  • Plan rationally what to do when experiencing stress before you become emotionally ineffective or helpless

Outline

A large part of individual effectiveness is the extent to which an individual believes, and has confidence, in him/herself and how this shows in their behaviour.

Assertiveness is getting what you want without affecting other people, or yourself, in a harmful way. Influencing is working effectively with others, using your personal style to best advantage with their personal style.

Being assertive with others, influencing them in constructive ways, you will be able to achieve results beyond anything you could achieve individually. Many people are unable to do this, ignorant to a very large degree of the impact they are having on others, and unwilling to spend the time and energy learning how to be assertive and influence others to better effect.

aim

To understand assertiveness and influencing and how to reflect this in behaviour

objectives

  • To understand assertion, passivity and aggression
  • To analyse how these are reflected in behaviour
  • To examine how this behaviour affects others
  • To become highly-aware of personal style
  • To develop the ability to better influence others by tuning and changing behaviour

outcomes

  • The ability to stop some unconscious, ineffective aspects of your behaviour immediately
  • Decisions about how to behave more effectively, acting on these decisions
  • Understanding the effect of your behaviour on others and how to alter this for better results
  • Ability to moderate your style with different people in different situations to be more effective

understanding organisational politics

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

Core to leadership is the ability to read other people: their strengths, weaknesses, tendencies, potential. Good leaders take the time to get to know the people they are leading. This is best done by observation of behaviour, by listening and by testing. Much assessment by leaders is either too fleeting or too formal. To really understand someone's behaviour, performance, potential and quirks is not something that can be done either quickly or easily.

The people who work for you are the ones who guarantee your results. If you know and understand the raw material you are working with you will be better able to direct them to better outcomes. Assessment should be both formal and informal. The leader who does not do it properly is short-sighted and, almost certainly, ineffective.

Your people support you by delivering results, support them by using accurate assessment to ensure you are utilising them to their best.

aim

To enable you to accurately assess anyone you are responsible for leading

objectives

  • To understand what constitutes a realistic and accurate assessment
  • To be able to use assessment to build self-awareness and self-discipline
  • To understand the balance to be achieved between formal and informal assessment
  • To be able to use feedback to give assessments which are motivational and developmental
  • To be able to keep your finger on the pulse

outcomes

  • The ability to use formal and informal assessment to build motivation and discipline
  • The discrimination to judge when to use formal and when to use informal assessment
  • The capacity to deliver both in effective and appropriate ways
  • The ability to give honest, accurate assessments with examples

Outline

Feedback is the single most important and effective tool for managing and developing people. Most of us are expert at observing, reading, analysing, assessing and commenting on other peoples' behaviour. Unfortunately we usually keep this to ourselves or talk to a third party about it, not the person who should be the subject of feedback. We are far less skilled at doing this in a structured way where the feedback could be of practical developmental use to the person receiving it.

Constructive feedback delivered in the right way at the right time can be staggeringly-useful in an individual's development. For feedback to be effective it should be based on observation of an individual's behaviour and be supported by examples of behaviour as illustration, not as evidence for the prosecution.

Good feedback is likely to result in higher motivation, more confidence, professional and personal development, increased commitment and consistently-improving performance. All people at work should, at the very least, be experts at feedback. The vast majority are not.

aim

To enable you to give feedback effectively

objectives

  • To understand the ground rules for giving feedback
  • To understand the part it plays in individual development and performance appraisal
  • To understand the behavioural aspects of feedback
  • To be able to plan an effective feedback session
  • To understand how to follow this up

outcomes

  • Clear understanding of the ground rules for giving feedback and why they are so important
  • Be able to give feedback, positive or negative, so it is constructive and of practical use
  • Ability to tune feedback to the improvement of individual performance
  • Anticipate and deal with resistance and defensiveness
  • Use feedback as part of effective performance appraisal
  • Check whether, and how, the feedback has been received and understood

Outline

Many managers do not have, or make, the time to fully develop the individuals who work for them. Not doing this is a waste of time and money. Almost all individuals have more capability and potential than is usually identified. Managers who ignore this are, at best, short-sighted and, at worst, stupid.

Coaching, mentoring and delegating are the simplest, easiest, most effective and, most importantly to cost-conscious organisations, the cheapest ways of developing individuals. When an individual starts to develop they become more confident in their abilities generally and in their ability to learn new skills in particular. They become motivated and willing and can deal with more complex tasks with more uncertain outcomes. They become more and more able to take responsibility.

Developed individuals are also the most likely source for providing new managers or for promotion into new jobs and, because they are home-grown, they will have valuable experience of the company and the loyalty which goes with that.

aim

To enable you to better develop the individuals you are responsible for managing

objectives

  • To understand how to assess an individual's current skills, performance and potential
  • To be able to recognise potential
  • To know how to write and implement a coaching plan
  • To be able to delegate effectively and understand the part management control plays in this
  • To understand where this fits with performance appraisal

outcomes

  • Understanding of the fundamentals of individual development
  • Better able to identify those with development potential
  • The skill of using performance management to coach and mentor
  • Ability to use delegation effectively and appropriately as a development tool
  • Ability to conduct informal and formal appraisals to manage this process

Aim

Making a start on client-centred coaching

Objectives

  •        Understanding basic principles of client-centred approaches in coaching
  •        Practising the vital components
  •        Learning Active Listening
  •        Using a range of exploratory questions to focus
  •        Experiencing total concentration: extreme mindfulness

Coaching

Coaching is the simplest, most time-effective, cost-effective and reliable way of developing other people.

People who receive good coaching will learn, become more responsible and actively seek to do better work.

It is the best way of ensuring that people you work with have energy and focus in their careers, are in a process of development which challenges them, motivates them and helps them improve their performance.

It ensures that there are always candidates ready to take on added responsibility, more complicated tasks and more senior roles.

Outcomes

  • This Ignition Event will enable you to: 
  • Coach people to perform better
  • Coach with confidence
  • Improve your communication skills
  • Practise Active Listening and questionning skills
  • Focus intently and with intention

Outline

This course is a useful precursor to Team Building 2 and Team Building 3. All three Team Building courses can be done as a sequence.

Team Building 1 ensures that all team members get to know each other, understand more about each others' personalities, skills and ways of working and develop effective ways of working as a team.

As the team work together in an improved way, motivation and commitment to the success of the team will increase.

aim

To get to know each other and be able to work better together

objectives

  • To get to know and understand the other members of the team
  • To work out effective ways of working together
  • To build familiarity, motivation and commitment

outcomes

  • All team members will know each other
  • All will understand more about the way they operate
  • Develop structured ways to work more effectively as a team
  • Will be more motivated
  • More committed to the success of the team

Outline

Increased competition and pressure at work has seen a mirrored increase in pressure on the internal structure and organisation of companies. This has resulted in re-organisation after re-organisation and either a return to rigid command and control hierarchies or a slide into a lack of management control, indiscipline and anarchy.

It helps to understand, other than money and adequate working conditions, what gives people a higher motivation. To get the best out of individuals and teams it is necessary to give them love and boundaries. Love is given in the form of greeting, conversation and purposeful discussion, approval, rewards and bonuses, special events, recognition and promotion. Boundaries are given in the form of clarity about rules, processes, operating norms and the disciplinary process. Like children, adults respond best when they know where they are, what they are supposed to be doing, where they are going and have a good reason for wanting to go there. This is done by building a clearly-structured working environment with sensible rules and operating norms. This leads to efficiency and minimal time wasted.

The best discipline is self-discipline: when individuals can monitor and control themselves the atmosphere of responsibility which ensues results in higher motivation, better performance, consistent delivery and a better atmosphere in which to work.

aim

To enable you to build motivation and discipline in any team you are responsible for leading

objectives

  • To understand what motivates different individuals and how to benefit from this
  • To be able to build a high sense of organisation into a team such that self-discipline results
  • To develop the ability to achieve a balance between discipline and motivation
  • To understand that individuals need both in order to give of their best
  • To understand that leaders can do this without it becoming a popularity contest

outcomes

  • Ability to motivate different individuals
  • A higher awareness of how your own behaviour affects motivation in your team
  • The ability to build structure, organisation and discipline in any team
  • Insight to apply motivation and/or discipline as necessary
  • Ability to use motivation and discipline in a planned, structured way in your team leading to team-members taking increased responsibility


Outline

Increased competition, busy-ness and pressure at work means that performance is often not managed and assessed effectively and productively.

To get the best out of individuals and teams it is necessary to plan how best to deploy and develop their skills and abilities, as well as continually managing and reviewing their performance. For teams thisr esults in higher motivation, consistently good results and a better atmosphere in which to work. For individuals it will result in professional and personal development, increased commitment and consistently-improving performance.

Performance management and appraisal enables the manager to know what the team is capable of, what is going on at any particular time, better awareness and understanding of problems arising and what to do to solve them. It ensures a thorough knowledge of individuals and anything which might be needed to ensure their continued commitment and high-level performance.

aim

To enable you to manage and appraise individual and team performance rigorously

objectives

  • To understand what results from good performance management and appraisal
  • To analyse what is required to manage performance and be able to do it
  • To have a blueprint for formal and informal appraisal
  • To enable you to use performance appraisal as a developmental tool

outcomes

  • Understanding of what performance management is and how to do it
  • Ability to plan and structure an effective appraisal session
  • The necessary skills to do formal and informal appraisals
  • The skills to use PM&A to build involvement and contribution
  • Understanding how PM&A helps individuals take responsibility for their own performance

Outline

One of the biggest benefits in developing those who work for you is that you are almost guaranteed to have one or more people ready, when the time comes, to step into your shoes. This frightens some managers, so they don't bother to develop their people: they would rather stand out as competent in relation to a bunch of incompetents than shine as a competent, confident developer of people surrounded by achievers.

Too few organisations these days are able to look to their own employees for the next generation of skilled people. Having to look outside for good, skilled people is an indictment of your ability to recruit, induct, train, coach, mentor and develop individuals and imbue them with the motivation and loyalty to want to work for you. Properly assessing and developing the individuals who work for you, using their capability and potential, is by far the simplest, easiest, most effective and cheapest way of finding your new deputies, team leaders and managers. Why would you even consider not doing it?

People who already work for you are a known quantity, they understand the culture of the company and they do not have to prove themselves in the same way as someone new to the company.

aim

To enable you to be able to identify, develop and groom individuals in your team for promotion

objectives

  • To understand how to identify possible candidates for promotion by recognising potential and capability through competence and performance
  • To be able to develop them through coaching, mentoring, delegating
  • To monitor these individuals behaviourally ie by what they do and say
  • To use feedback and Performance Management and Appraisal to control their development

outcomes

  • Clear understanding of the importance of continually observing and assessing individual performance
  • Ability to identify those with competent performance who have development potential
  • Willingness to use succession planning to improve your performance as a manger
  • Skills to use formal and informal appraisals with extensive use of behavioural feedback to manage this process

Outline

'No man can serve two masters and be a servant to both.' (Matthew ch.6 v.24). Matrix management seeks to disprove this by attempting to have individuals taking responsibility for different aspects of their job by reporting to different managers and formalising this in the reporting chain.

At its simplest, matrix management implies that a manager can build good relationships with individuals who do not report directly to him/her and get results from them even though they may have no sanction in the formal reporting chain. This is not always easy, especially since the formal manager may see what you are doing as cutting across their authority.

In attempting successful matrix management your personal management style is key to success.

aim

To understand and be able to work with matrix management

objectives

  • To understand matrix management as a concept
  • To analyse the fundamentals of building good, professional working relationships quickly
  • To examine the difficulties and what can go wrong
  • To understand how your personal management style will work, or not, in matrix management
  • To identify what you might need to tune to get better results

outcomes

  • A clear understanding of matrix management
  • Anticipation of problems and making plans to deal with them
  • Planning how and with whom to build relationships
  • Ability to clearly quantify the minimum result required
  • Ability to use contingency planning to negotiate obstacles