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The Extra MILE Ezine - May 2013 Issue
 

The Extra MILE Ezine - May 2013 Issue

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The e.MILE Community E-zine featuring expertise in Leadership, Management, HR and Development. Contributions from Leadership experts across the world

The e.MILE Community E-zine featuring expertise in Leadership, Management, HR and Development. Contributions from Leadership experts across the world

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    The Extra MILE Ezine - May 2013 Issue The Extra MILE Ezine - May 2013 Issue Document Transcript

    • MILETHE EXTRA M o t i va t e I n s p i r e L e a d E n g a g e Spring 2013 * Issue 1  May 2013 WITH in Our First Interview! We are delighted to talk to Fi Haywood of CAFÉ Style about her innovative mind games which help accelerate learning! By Christina Lattimer Meeting Fi Haywood epitomises one of the reasons I make such efforts across social media. I love connecting with like-minded people! Fi and I connected on Linkedin some months ago. My first contact with Fi’s work was when I read a brilliant article by Fi where she insisted that using the word Mindset was inadequate. Instead she suggested using the term MINDSCOPE instead. In one simple word, Fi was able to succinctly use direct; to the point language to get her meaning across. The concept of MINDSCOPE is exactly what our leaders in the new paradigm need. Fi is a master at using language to get her point across and to demonstrate to others how empowering and important the use of language is, especially for leaders. Not only does she demonstrate her skill, she also knows how to help others learn those skills. Continued on page 4 Leadership mindscope
    • Welcome to the first edition of The Extra MILE! Hannah and I have had so much fun putting together our first ever Ezine. We really hope you enjoy the recommendations, arti- cles and the look and feel of the Ezine. The Extra MILE is all about Leadership, Management Personal Development and Human Resources. While its a fairly broad range, it is mostly about how people lead and manage people better. Here at The Extra MILE we sincerely hope we help our readers form new ideas, find out about different ways of doing things, and ultimately enjoy sharing experiences and networking with others. We are extremely grateful to our wonderful contributors this issue. Without them the Ezine would not have been such an interesting and diverse first edition. We are honoured you put your faith in us, without even seeing a finished version. Thank you so much! We are starting work on the next issue straight away, so if you like the Ezine and would like to have your work featured, why not get in touch. You can contact me at christina@peoplediscovery.co.uk, or alternatively click on one of the links you will find in the Ezine. Christina Lattimer - Hannah McIntosh People Discovery
    • Front cover - Leadership mindscope - interview with Fi Haywood - by Christina Lattimer 7 TOP 10 Reasons to Work for a Leader Like Abe Lincoln by Curt Sumners 11 The World In Your Lap by Christina Lattimer 16 Fuel Your Leadership by Sherry M Winn 20 Leadership on the Seven Seas by Ahmet Tunç Noyan 24 The 5 W’s of Mission by Attila Ovari 26 How HR Develops A Strategic Presence by Carolyn Sokol 6 Contact Us - Come join us! 9 We Love Twitter! - Our new great twitter stream 14 twitter top 4- the 4 most read twitter articles 29 Get The Blog - and get your free E-Book 30 Contributors - find out about this month’s Authors 32 COMING SOON- our brilliant new Expert Index!
    • Continued from front page When Fi invited me to one of her series of boot camps to see what it was all about, I didn’t hesitate. I met Fi the evening before and she told me all about her games or activities, which she had begun to develop over the last year or so. Here is what she had to say about Cafe Style. How did Café Style Speed Training come into being? “Like all things creative, you don’t just wake up one morning and, bang! The entire idea is packaged up in your head. I was working on a project called Engagement Games which was a different version of Shay McConnon’s “An Even Better Place to Work” leadership development tool. My clients and potential clients kept saying they needed quick, easy to play group activities and games that replace the need to take people out of the business for long periods of time. One day Shay and I were at an event in Manchester and I got it! ‘Speed Training’ I shouted to Shay; ‘That’s what is needed! ‘Speed Training’. The first programme was Café de Paris programme for customer services, not actually for leadership. It consisted of six categories and 33 activities which leaders or facilitators could play whenever and wherever in the workplace in downtime, in the Café, or put them together to make up a workshop. As things developed, what became apparent was that it was not enough to be bite-size, that to create a paradigm shift meant it had to be highly accelerated, fun and be facili- tated by anyone in order to be sustainable as a method. We used the methods of advertising as the backdrop for what we now call AGL (Autoassimilation Group Learning), the official name for this style of group development; threw in smidgens of other critical things, and together developed a method that was experiential, accelerated, in- credibly good fun, didn’t require props, space, too much time, money, resources or anything but a team / group, their minds, body and someone to direct the activity by following the instructions. The activities also needed to be designed literally on one page or card, and contain no jargon. They worked directly with the subconscious to transform thinking and behaviours, and could be facilitated by anyone, anytime and anywhere. Café Style Speed Training (the digital version) was born in July 2012. How do the games work? Some people prefer to call them activities and think games are not serious enough. I don’t care either way and believe that it is the learning outcome that is serious and important thing; and boy it is, as well as being immediate, at least for the most part. We cut up big chunks of behaviour and skill into tiny elements and built the activity from the bottom up. The method works in such a way that the activity distracts the conscious mind and the message is design to go in “My clients and potential clients kept saying they needed quick, easy to play group activities and games that replace the need to take people out of the business for long periods of time.”
    • subconsciously, just like adver- tising. We have another couple of little Café Style secrets which cements the learning in place. The ‘facilitator’ just needs to follow the instructions and bring them alive. How can the games help Leaders? We discovered that so much of Café Style’s stuff was based on language and throughout our development have found quite by accident that such a large part of what appears to be a virus of workplace disengage- ment is caused by leaders using outmoded language that really was engineered for a different era and extremely damaging in new economy. Without meaning to, leaders are directing their people in com- pletely the opposite direction that they want them to go and keeping minds closed and stuck. Café Style Speed Training has over 400 activities all carefully designed around transforma- tional language, self-awareness and behaviour development, not only for developing the leader, but tools for allowing leaders to transform the minds, language, self-awareness and behaviour of their people. Our design team is continually developing new activities and programmes to provide a fantastic, simple and accessible toolbox. Who else can benefit from the games? All staff can benefit from Café Style from the most junior to the most senior. The method is designed to transform the human mind and communications; We all have these things in common and we all need to move from the old economy to the new economy as painlessly as possible and begin looking forward to all of the potential opportunities”. I arrived at the “Transformational Language for Leaders in the New Economy Boot Camp” in the afternoon. When I walked in the room, I immediately felt the rapport and energy. After experiencing a couple of Fi’s games I realised she was completely onto a winner. Somehow she managed to achieve a transformation of thinking in about a 15 minute segment. Attendees were enthused, tuned in, and most importantly the light bulbs were switching on at the speed of change! Fi currently has a free offer which allows you to try the games out before you buy. To claim your free offer, simply contact Fi. Go try it out now. You do not want to miss it! To contact Fiona directly, email: fiona@cafestylespeedtraining. com “Without meaning to, leaders are directing their people in completely the opposite direction that they want them to go and keeping minds closed and stuck.”
    • Contact Us
    • By Curt Sumners If you were ever lucky enough to have a favorite boss, you likely remember being motivated to getupearlyandstaylateatwork. You thought about your job in your spare time, and came up with great ideas that you were excited to share as soon as you got to work. You felt appreciated. You felt valued. You believed you were working for the best. Dealing with your superior was a pleasure; not a chore. Working for him or her was a dream; not a nightmare. Hopefully, you still feel that way (and probably do if the boss is now you). If it is, it might be time to ask, “Do my subordinates feel that way?” If you don’t feel that way, you’re probably asking, “How do I get that feeling back?” My personal quest to get that feeling back began while casually reading up on Abraham Lincoln’s time as President, and I soon came to the conclusion that this is the type of person I’ve always wanted to work for. Every manager/leader should be more like him. His abilities and traits were the reasons for his success – and the reasons why his subordinates were able to achieve so much on his behalf. Not everybody began their relationship with Lincoln by liking him, but almost all loved him by the end. In my humble opinion, here are the reasons why there are few, if any, comparisons when it comes to working for someone like Abe: #10: Lincoln was transparent; his number one goal was to re- unify the United States. His number two goal was to end slavery. All of his people knew that, and he made no bones about it. (He also showed his ability to prioritize here, for he knew that without the first goal being accomplished, there would be no chance to achieve the second.) #9: Lincoln laughed, allowing his followers to maintain faith in their cause because they knew their leader’s heart was not nearly as heavy as it could have been. Although often criticized for his indulgence of humor, Lincoln knew it was best to have others see him with a positive attitude. #8: Lincoln was kind: above acting in a malicious manner, stopping retribution and resentment before it even had a chance to take root, and following with an apology and asking for forgiveness in rare instances when he lost his temper. His subordinates were never afraid of him, but never wanted to disappoint him either. #7: Lincoln was a learner, both of himself and others; spending much of his days reading and listening to experts so that he could make informed decisions that affected his country. With no formal schooling, Lincoln was practically self-educated, and it worked to his advantage at a critical time. #6: Lincoln was protective; never throwing his loyal people “under the bus” in front of outsiders, and always stepping in front of his people when they were under fire. (During TOP 10 Reasons to Work for a Leader Like Abe Lincoln
    • one battle on the outskirts of Washington D.C., he literally did stand in front of his people while bullets were flying around him!) #5: Lincoln was a master communicator in speaking, writing, and personal conversation; comfortable and well-versed at talking to anybody and any number of people. Yet, he was also a great listener, encouraging people to speak their minds in private without fear of retribution. #4: Lincoln was generous, believing he was only going to get back what he put in; investing in his followers; helping almost anybody that needed his assistance; ensuring he always had the better equipped, better trained, and larger army. #3: Lincoln possessed good judgment about bringing strong, smart people onto his team who he could trust to make up for his deficiencies and inabilities - with very little interference from him. He had the good sense to know that he had to spend his time and energy on saving the country; he knew he needed to rely on others to be successful. #2: Lincoln was a motivator, sharing his vision with his followers and inspiring them to act by painting a picture of what a bright future would be like with a reunited America. In the bloodiest war in U.S. history, there is no greater proof of his ability to motivate than the continued support of the war by a majority of Northerners. #1: Lincoln was flexible, dealing with all types of people, personalities, and situations; caring about the ends most, and much less about the means - yet always maintaining his integrity. He was almost never afraid to try, do, or say anything that would help achieve the country’s common goal of winning the war. If you haven’t studied Lincoln in-depth, keep in mind that he modeled the above list of traits brilliantly while… • Not possessing any significant management experience. • Being initially elected with a minority of votes. • Managing a horrible war resulting in over 600,000 deaths. • Building an army and navy from a mere skeleton force of 17,000 men spread throughout North America. • Beingaccusedofsuppressing civil liberties and violating the Constitution. • Walking a tightrope of national bankruptcy. • Initially hiring four people who wanted his job (and two more later on). • Contending with a series of below-average generals. • Risking war with two major European powers. • Maintaining peace between Unionists and slave abolitionists. • Keeping up national morale and support for a civil war, despite a constant homecoming stream of military deaths and disabilities. • Being re-elected in the face overwhelming odds. • Eliminating slavery permanently in the United States. • Rebuilding the foundation of a country that would one day become the richest and most powerful on the planet “I soon came to the conclusion that this is the type of person I’ve always wanted to work for”
    • We love posting Brilliant content all about Personal Development. This month we recommend We Love Twitter! @ B E Y O U B E G R E A T 1 Come Follow our new Twitter Stream Click on Image for tiny buddha website: Click on twitter handle to follow on twitter @tinybuddha
    • The World In Your Lap Leadership, Social Media And Authenticity By Christina Lattimer I’ve read a number of articles recently about whether it is a good idea for CEOs to embrace various social media platforms. One of the latest to add to the debate is Richard Branson. In his article “Why aren’t more business leaders online?, he quotes IBM’s 2012 Global CEO Study which reports only 16% of CEOs use social media, and even then in a somewhat limited way. At the risk of ruining my online reputation forever, I have to admit until a couple of years ago my own social media presence was a big fat zero. Yes, I was on Facebook, mainly as a way to keep track of my kids’ whereabouts (much to their annoyance), but that was the extent of it. Although I used the internet extensively in a variety of ways, and intellectually, I knew about social media and the purported benefits, I had not experienced using it. I don’t know about you, but I learn much better by experience (Carl Rogers, I’m a big fan!) and it wasn’t until I actually used social media did I even begin to see the possibilities. I networked offline, locally and nationally with people who were important around my day to day to business and with respected professional peers. I always knew I should be doing more, but in-between loading the washer and preparing the latest downsizing report for the Board, I didn’t seem to have time. When I decided to set up People Discovery, I realised I had to network online. It was with some trepidation I got started. I played with
    • social media for a few months and just didn’t get it, but once it started sinking in, I was and still am amazed and heartened not only by the great people I’ve met along the way, but also because of the possibilities and potential for social media . If you are reading this, then you are likely a business owner, leader, or manager who is using social media; if so please pass on to some of your offline connections as a way to nudge them to get online. The list is not exhaustive and if you’re a social media expert, then you may think there’s a lot more to add. This is simply from my own impressions from zero to now and why I think social media is a must. Using a range of Social Media: Widens your reach It is global and local at the same time. Because of the different ways you can connect with people over a range of applications, you can widen or target your reach as much as you need to. What a way to get the right messages to the right people Flattens your reach Suddenly you don’t have to go through a hierarchy to reach the individual, whether a customer or an employee. You can get real- time messages out on a grand scale. You can talk to 5 people with 10k looking on, getting your key message and meaning from what you say. Think of that as a potential for engagement. Makes you visible No more excuses about being unable to showcase who you are. You can demonstrate core values, aims, and objectives in a myriad of ways to suit all communication styles. From this perspective you can walk the talk and have the widest “open door” policy, easily and with little effort. Displays your authenticity There are risks to being “out there.” When you are “out there” you make mistakes and alienate people as well as connect with them. By being willing, it shows you are authentic. People respect you if you are willing to take the risk because you value connecting with them. Makes you human Personal choice and no right or wrong: You can combine your personal life with business in a better way, by linking across platforms. I’m not particularly great at this, although I’ve seen people manage it and when they do, it makes them human and likeable. Gives you access to great information Real time news and information race streams through. You can pick out relevant expertise, data, research, innovations, events, in a timely and targeted way. Raises “I was and still am amazed and heartened…. because of the possibilities and potential for social media”
    • awareness and can help develop expertise. Gives you unsolicited feedback If no one shows an interest in what you have to say, or what you have to offer, it saves you carrying out customer and/or employee feedback surveys, doesn’t it? Free metrics on most platforms can provide great information. Encourages creativity Access to the thoughts and ideas of a global community must at the very least give you some new ideas; at best, it can create a whole serendipitous sequence of events to get you where you need to be. Gives you a head start as an employer Can help you reach employer of choice status, get the right people, engage with your people, and keep the best. Free learning platforms and information for your employees. Low Cost There is a cost, of course; it can be time-consuming and you must be fairly consistent. With the right set up advice and a ROI strategy, you can track how using it can make and/or save you money. Keeps you ahead of the game There is no doubt Social Media is going to change and evolve. The possibilities are endless. My kids connect via social media, naturally and effortlessly, as do their friends. Social media is changing the world. Be part of that change. “. As a man changes his own nature, so does the attitude of the world change towards him. This is the divine mystery supreme. A wonderful thing it is and the source of our happiness. We need not wait to see what others do.” - Mahatma Ghandi
    • twitter top 4 Early Riser? What You Should Do When You Wake Up - Margaret Heffernan 6 Things Exceptional Leaders Do Better - Peter Gasca What Is Authentic Leadership? - Kevin Kruse WE love sharing great content on twitter! Here is a summary of the most popular content we shared on twitter last month’. Simply click on the images to access the original articles The 10 Best Personal Development Books – Robin Sharma
    • JOIN OUR LINKEDIN GROUP! CLICK HERE TO TAKE A LOOK! Getinvolvedinpopulardiscussions! Motivational and Success Digest WE LOVE THESE ALTERNATIVE GROUPS, GO CHECK THEM OUT! Altrupreneurs Creating Enthusiastic Engagement JOIN US NOW! Inspirational Leadership, Management and Engagement Group
    • By Sherry M. Winn H ave you ever noticed that when some leaders can’t get a point across, they become frustrated or even angry? They might even start yelling as if the loudness of their words can penetrate the confusion and therefore generate an immediate resolution. Most of us probably realize this reaction of frustration is not the answer. How do we learn to become effective communicators when it seems we are speaking different languages from the people we are speaking to? Effective leadership communication can be categorized into The Four C’s of Competent Communication. CONSCIOUS Be conscious if what you are saying is what you really meant to say. It is easy to blame the listener for the failure in our communication, but did we say exactly what we thought we said? So many times we don’t clarify our intention. We think the other person knows what we are saying or we believe we said what we were thinking. For example, you might say to an executive assistant, “I need you to rewrite this memo. Please make certain the grammar is correct and have it on my desk by tomorrow.” Fuel Your Leadership
    • With The Four C’s of Competent Communication The next day when you receive the exact same memo with perfect grammar, you are disappointed. You didn’t just want the grammar corrected, you wanted the memo completely rewritten, but that is not what your assistant heard. Your executive assistant was following your instructions. In order to avoid this confusion, ask the person to repeat back to you what they heard you say. COMPREHEND Take the time to comprehend what the other person is saying. When others are speaking to us, we often interrupt their statements because we are so focused on what we want to say. If we do allow them to complete their thoughts, we are frequently not attentive to what they are saying, but to what our response is going to be. A good listener is present, absorbed with the content of the conversation and is prepared to ask a follow-up question. If you are an active listener, you not only ask follow-up questions, you clarify what was said by asking, “When you said _______________, did you mean _______________?” You could also repeat what someone said to clarify the statement. “I heard you say that you were going to _______________. Is that correct?” When you are invested in what other people are saying, they sense that you value them. This makes them want to express themselves more. You gain knowledge that you did not possess. You are also eliminating future confusion, because you are taking the time to comprehend what has been stated. CHALLENGE Allow other people to challenge what you say. One of the main reasons that communication fails is that people tend to get defensive and take things personally; therefore not allowing people to speak freely. Your team members will not be honest with you if they feel you are going to get angry or upset; they will hold important details back, details which could be pertinent to a solution. As a leader if you want to discover the true issues, it is necessary to allow others to challenge your thoughts, ideas, and policies. The first step in allowing others the opportunity to challenge your thoughts is to maintain a relaxed body language. Make certain you provide eye contact and welcoming nonverbal clues such as relaxed fists and jawbones, uncrossed arms and even an affirming nod of the head. Provide positive affirmations of your staff’s questions or suggestions. Make others feel valued when they offer recommendations by saying things such as, “Mary, that was an excellent suggestion. Thank you for offering it.”
    • If you can allow your team members to challenge your ideas, you will be able to avoid many communication breakdowns. When they can trust that you will receive their information without judgment or anger, they will be more likely to share with you the true obstacles you are facing. Wouldn’t you rather know the truth than have the bottom drop out when you least expect it? CREATE When you are conscious of what you are really saying, take the time to comprehend what other people are trying to convey, and when you allow others to challenge what you have said, then you are CREATING great relationships. The power of positive relationships increases productivity, trust, team work, and creativity. When people feel heard and valued, they are more willing to work as a unit, to share ideas, and are more likely to work toward a common goal. Most leaders feel they are great communicators because they can talk, but the real key is not in speaking, it is in the ability to create empowering relationships. “If we are facing in the right direction, all we have to do is keep on walking” -Zen Proverb
    • Weloveinfographics!
    • A s a sailing fan, I follow favorite sailing races, especially round the globe trophies. These races are a great challenge for the teams and the most interesting part of them is that the boats and circumstances are identical for all. They are custom made for the races by the same design and build consortium and all of the equipment is identical as well. Then the question ponders in mind, what differentiates and determines the winner? It’s the human factor! Each team obviously has very talented and experienced members who also have a strong knowledge and background in sailing. But, it’s the skipper (leader) who stimulates the entire capabilities of the team and lead them in harmonious flow to victory. This situation resembles conditions in the business world. You, as a leader, may hire very talented and experienced people for your organization, but you don’t see exceptional results unless there is a harmony within the organization. People naturally expect to be happy, and this is also true for their business lives. And, if people are happy enough, they start using all of their capabilities harmoniously with others in the same team. However, most of the people aren’t aware of their true potential, capability and strengths. Only a strong leader enables them to discover their own potentials and then motivate them to contribute for the success of the organization. The starting point for a leader should be focusing on the uniqueness of each individual in the organization. Understanding people’s dreams, expectations and concerns as well as strengths is necessary to ignite their potentials. Using clear and open communication increases people’s confidence level and makes them more optimistic and collaborative. After these vital initial steps, the leader may start rebuilding a new team system layer-by-layer. The first layer of the system is the cultural layer which has three essential components; • The noble cause • The common values • A joint vision of the team. These components should be defined by team members in workshops, supported by the leader and shouldn’t be dictated with a top down approach by the management. They should be simple and understandable for entire organization and can be easily used during their daily life. The second layer of the system is the business model and the process layer. If the team has successfully Leadership on the Seven Seas By Ahmet Tunç Noyan
    • based on a strong culture, defining business model and processes would be easy to implement with the creative contribution of the entire organization. After the initial setup, the team will improve them continuously according to the changes in the market. The last but not least layer of the system is the execution layer towards the business goals. It is more about short and mid-term targets, strategies and tactics. This layer should be supported by the noble cause and the vision of the team. The third layer is the most critical layer for the shareholders of the company, because companies are primarily established to get profit; the rest always comes afterwards. They always expect to see successful financial results from the leadership team and also challenge the leadership team to focus only on this third layer. They usually don’t care for other layers. However, as a leader in business world, the first two layers are vital to be successful at the third layer. Establishing these three layers require meetings, workshops and trainings with the team. Those activities can’t guarantee a successful change nevertheless; they provide a certain amount of increase with the awareness levels. For a permanent change, the leader has to engrave the details of these three layers into the DNA of the organization by using a strong and proven change management method. I definitely believe that this is the last but also the most critical factor in order to create an outstanding team and organization in businesses. Those changes may take time depending on the size and current structure of the organization. If a business leader implements these three layers with a successful change management in 1-3 years time frame, transformation will be permanent and sustainable. The entire leadership model I have explained above is the summary of “Leadership on Seven Seas” model by ValuesBox. You may easily get more details via info@valuesbox.com.
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    • H ave you ever misunderstood what your boss wanted you to do? Have your staff ever carried out your directions, however the outcomes are not what you expected? Have you ever wondered what your boss wanted to do or you didn’t think it made sense? (Don’t worry your staff have in the past felt that way about you too). If you answered “Yes” to any of the questions above, don’t worry…. You’re not alone. These common misunderstandings happen in all organisations. So, what can we do to improving communications and improving our directions giving ability? The “5 Ws” is a simple tool that I learnt as a Trainee in the Army. The “5 Ws” are Who, What, Where, When and Why…… In the Army when giving orders it is important to ensure that the directions provided are clearly communicated and fully understood. However this should be no different in any workplace, community group or team. So how do you communicate your intent and ensure that it is understood by the team? This article will not cover all the ins and outs of communications and direction giving, however it will discuss a simple tool that you can use for giving instructions. The “Five Ws”. The “Five Ws” are Who, What, When, Where and Why….. Many years ago when I as a Staff Cadet in the Australian Army Reserve, we were taught about Mission Statements. The mission statement (or Mission for Short) was a sentence on what you are to achieve. This sentence, “The Mission”, was to be a clear and concise statement that articulates what the team is to achieve. It was drummed into me that each and every mission statement was to include each of the “Five Ws”. Since that time I have found this tool very useful in many circumstances where I need to clearly communicate to my staff my intent and what is required to be done. Each of the components of the “Five Ws” has been very important to ensure clear communication. W ho: Though this may seem obvious, the who is often a point of confusion. How many times have you left a meeting assuming that some action items are being done by The 5 W’s of Mission by Attila Ovari. “It was drummed into me that each and every mission statement was to include each of the “Five Ws”.
    • someone else and they thought you were actioning these same items? W hat: This is what you want to achieve. This component is the part that is most commonly communicated as part of a direction. The What combined with the other four Ws will ensure clearer communication. W hen: How many times have you been tasked with something and assumed it was not due for a while? Then all of the sudden you are asked to deliver the outcomes and it is not ready. How many times have your direct reports not been sure of their deadlines and been caught off guard? So ensure that when giving directions you include when it needs to be conducted or when the work is due. Make sure it is clear such as “The report is due by 5pm on Friday”, not “The report is due soon….” W here: Again the where is something that is often overlooked, as we often assume it is implied in our directions. The where is about the environment or where the work is required to be delivered. This may be a physical location, a presentation or a virtual location (i.e. email). W hy: Often when people give directions, we fail to also give the reason why. In my opinion this is one of the most important parts of a mission or when giving directions. The Why relates to the purpose of the task or the mission. This is the intent of the task and should align with your bosses what part of their mission or task. When drafting the Why, where possible ensure that it is in accordance with the intent of your boss and your bosses boss. The reason why it is important to look at the boss’ intent is to ensure that your direct reports have a clear understanding of the organisation’s required outcomes. With the understanding of the organisation’s required outcomes it opens the door for staff to seize opportunities in accordance with the organisation’s vision and strategy. Here is a simple Example of the “Five Ws” in practice: My monthly Report is due to my Manager via email by the 2nd Friday each month in order to allow time for my manager to submit the monthly report to the board in time for the board meeting. So here is the breakdown: Who – Me What – Monthly Report When – by 2nd Friday each month Where – email to my Manager Why – ensure my Manager has time to submit Report to Board In this example it is clear what I have to do in the broader context. I also know that my report is important for the information that goes to the board and hence I need to consider what the important items to report for that audience are. In concluding I hope this simple tool, the “Five Ws”, is helpful in providing clear communication to your staff, so they have a clear understanding of what is required to be achieve and the require outcomes. “Often when people give directions, we fail to also give the reason why”
    • The difference between the Human Resources Manager and the Director of Human Resources is direct access to the CEO. If you want to sit with the grown-ups, you have to earn a place at the table. HR Manager The HR Manager is perceived as a functionary. Like it or not, others in management see the HR Manager as managing a purely administrative responsibility. And, when this position reports to the CFO or COO, it only confirms the impression. This doesn’t mean that the Manager can’t get “no respect.” Peers and senior leadership are grateful when HR policy and practice gets them out of a bind. For example, they like you to hire and fire, to resolve disputes, and to manage risk. When you are seen as responsible for payroll, records, and benefits administration, you are largely responsible for this limiting perception. HR Director An HR Director reports directly to the CEO and should be accepted as a peer with the c-crowd. But, given that most of senior management picture the traditional HR functions, you have to shift the paradigm towards one of management and engagement. The shift is from manager to strategist, displaying personal development and corporate value. You need to make yourself “indispensable” for the quality of your advice, your knowledge of the business, and your participation in their departmental and corporate goals. You earn their attention and respect to the extent that you contribute something strategic, something tactical and outside the norm of their original paradigm and directly related to their departmental outcomes. • Define and communicate departmental goals and performance targets • Show the strategy and tactics to meet and exceed the goals • Demonstrate personal energy, charisma, and self- confidence • Write short and long-term strategic plans for yourself, department, and personnel leadership development of peers • Make the HR Department as transparent as privacy guidelines permit • Work productivity into all plans • Observe team behavior at different levels and in different divisions, so you can replicate the values in your department By Carolyn Sokol How HR Develops A Strategic Presence
    • and in your peer relationships. • Learn the language of productivity and quality improvement to see how Human Resources communications can be translated. Reinvent the job If you want to be treated like a strategic partner, you need to learn a new language. HR Managers have been trained in euphemisms and soft tones, and you do not want to lose that skill. But, you need also to develop a more assertive tone and use metaphors that reflect financial smarts, negotiation interests, and process orientation. You want to be recognized for a voice that facilitates and influences. When asked to produce reports, produce results. When assigned to complete a project, compete for the edge. When asked for your opinion, reflect a team’s input. Management and engagement are, therefore, tactics to raise your profile and position you to have the influence you want. The HR Profession Map helps HR Practioners Develop their skills at different levels
    • We Think Every Leader needs to know about the Law of Attraction! Available from Amazon.com HR QUALIFICATIONS RECOGNISED BY EMPLOYERS Use your experience in HR or Learning and Development to achieve a recognised CIPD qualification Foundation Level 3 • Certificate or Diploma in Human Resource Practice • Certificate or Diploma in Learning and Development Practice For those aspiring to work or already working in a HR or L&D support role Intermediate Level 5 • Certificate or Diploma in Human Resource Management • Certificate or Diploma in Human Resource Development For those working in a HR or L&D role at middle management level Advanced Level 7 • Certificate or Diploma in Human Resource Management • Diploma in Human Resource Development For those in a senior HR or L&D role A choice of study routes by flexible learning or attend a taught programme Fast-Track 5-week Intermediate Certificate in Human Resource Management Start dates in February, June and September At our training centre in Doncaster E L CPROVIDER NUMBER 3069 APPROVED BY MoD IN SUPPORT OF THE ELC SCHEME Tel: 07939 518451 Email: info@chrysos.org.uk www.chrysos.org.uk Head Office: Room LN21,Armstrong House, First Avenue, Robin Hood Airport, Doncaster DN9 3GA Tel: 07939 518451 Skype: chrysoshr Email: info@chrysos.org.uk Website: www.chrysos.org.uk Chrysos HR Advert 185mm x 135mm_Layout 1 19/07/2012 11:35 Page 1
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    • Contributors Ahmet Tunç Noyan Tunç Noyan was born in Ankara in 1966. He graduated from Naval Academy in 1989. After working as a Naval Officer for three years, he transferred to IT sector and started working as trainer and consultant for corporate clients. He joint Microsoft as a consultant in 1997 and developed his project and business management skills besides the technical ones. He gained a deep experience in consulting and services at Microsoft and was promoted as Services Director in 2005. In 2007, he transferred to TOFAS (FIAT Turkey) and successfully carried the CIO role while he was also leading many cultural change projects throughout the company. Tunç Noyan joined IBM Global Business Services in 2011 and worked as Public Sector Leader in Ankara. Tunç Noyan has been continuing his career as a co-founder and an innovative management consultant at ValuesBox, developing and providing methodologies on leadership. Sherry M. Winn Author of Creating Success, an Olympian’s Lessons on Mastering your Thoughts, “Winn”ing leadership strategist Sherry M. Winn is committed to assisting individuals with learning the newest methods to conquer challenges which get in the way of success. . Guiding others to focus on solutions rather than problems translates into authentic power. Through her life’s adversities of overcoming debilitating chronic pain and deep depression, she has learned tried and true methods of using the powers of the mind to lead herself and others to great success. Curt Sumners Teacher, Writer, Dad, Husband, Son. Author of the blog Lincoln Daily Man- agement and the book Managing People Lincoln’s Way; trying to convince managers that they should learn to handle their relationships better (both in the workplace and beyond) so that we can all happier, smarter, and wealthier. Fi Haywood Fi has an extensive background in designing and delivering training and assessment projects in the private and public sector. As a highly creative and positive person, she continually seeks new and more effective ways of doing things. She has developed many innovative products and methods which have been proven to transform the ways things are done. Her particular area of focus is soft skills, behaviour change and culture transformation. She loves new challenges and experiences and is committed to add measurable value rapidly.
    • Attila Ovari Attila Ovari has a large Passion for Life. As a Leader, Manager, Consultant, Contractor, Trainer, Coach, Speaker, Writer & Project Manager, Attila utilises in excess of 16 years of leadership and management experience. He has a reputation for challenging both himself and those around him to set and achieve high standards and goals. Attila inspires others through his Blog at www.attilaovari.com, where you will find his contact details and links to his social media accounts. Carolyn Sokol Carolyn Sokol is a founder of PEOcompare.com as well as Business Development Director to compareHRIS.com, both of which help match businesses to the right HRIS or payroll service provider for their particular needs. Her background is in marketing and communications, employee education and training, development of policies and procedures and the ongoing delivery of outstanding customer service. Contributors “If you can dream it, then you can achieve it. You will get all you want in life if you help enough other people get what they want” Zig Ziglar
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