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The extra mile magazine august 2013


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Great Articles, news and expertise from leadership, HR and People development experts around the world. Come and see our great new e.MILE Magazine here:

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The extra mile magazine august 2013

  1. 1. THE EXTRA MILE INTERVIEW! Lucy Standing - co founder of neuTrain shares her unique not for profit concept and explains who will benefit from her new initiative. MILEthe extra motivate inspire lead engage Summer 2013 * Issue 4 August 2013 Lucy and I made contact in the very first few months of launching People Discovery, my consultancy business. We chatted on the phone about our respective dreams and goals. Lucy’s idea really sparked my curiosity because her concept was about making a valuable contribution, where making a profit simply did not come into the equation. Lucy was keen to harness all that great training information out there in a way which simply I had never seen before. So when I saw Lucy’s first press release about her new company neuTrain I contacted her immediately to find out more and invited her to come and tell our readers about her exciting new venture. Here’s what Lucy had to say about neuTrain. How did neuTrain come into being? Most of my ideas come to me in the bath, but the idea behind neuTrain came to me as I was stirring risotto! As a freelance Occupational Psychologist, I often get asked to deliver classroom based training courses. I may have Continued on Page 4 By Christina Lattimer
  2. 2. In This Issue We’re really pleased to bring you the 4th Issue of The Extra MILE E-zine. We are growing tremendously well thanks to all you great readers and contributors. With heartfelt gratitude to all involved in the E-zine from our brilliant contributors to our advertisers. A special big thanks to the growing number of e.MILE Community members. We are looking forward to working with you to get your message out there. Our contributors this month have produced some brilliant articles on Leadership, HR and Development. Based around the world, we are absolutely delighted to include such a diverse set of contributions. Thank you all so much. This month we are so grateful to Bob Mason who continues with his 2nd article which is all about motivation. His article ties in brilliantly with our feature about creating a motivational environment at work. We hope you are suitably motivated after this issue! This month’s interview is with Lucy Standing founder of neuTrain, a revolutionary concept in sharing training information across the internet. ARTICLES tHE eXTRA mILE iNTERVIEW WITH LUCY STANDING OF NEUTRAIN BY CHRISTINA LATTIMER PAGE 1 NO ON SPOKE UP BY DAIN DUNSTON PAGE 8 I NEED: THEREFORE i AM - pART 1 BY BOB MASON PAGE 12 MAKING FAMILY FRIENDLY WORK FOR YOU BY CHRISTINA LATTIMER page 16 GRATITUDE BY BERNIE NAGLE page 20 IMPROVE YOUR LEADERSHIP SKILLS BY RICHARD ABRAHAM page 24 WHAT ARE YOU DOING THAT IS REALLY IMPORTANT? BY STEPHEN MURPHY page 28 FUNDING FOR LENDING BY KATHY BYRNE page 30 BULLYING ARE YOU THE LION OR THE MOUSE? BY CLARA POUND page 34 FEATURES THE e.MILE EXPERT INDEX PAGE 6 Book review by dr alan black page 10 fROM aROUND THE WEB PAGE 15 TWITTER TOP 4 PAGE 23 GET MOTIVATED! PAGE 26 CONTRIBUTORS PAGE 36 CONTACT US PAGE 40
  3. 3. Organisational Makeover Day - Virtual Team Bootcamp Organisational Extreme Makeover Day One-day Virtual Team Boot Camp 21st November 2013 Come and join me for one day either in Coventry or Heathrow London where I share with you – how you too can enjoy the ‘wealthy-way’ making other people happy and successful Holiday Inn Coventry South - September 3rd Holiday Inn Coventry South - September 3rd Holiday Inn Heathrow- September 9th Holiday Inn Heathrow- September 9th Product Creation Goldmine EventProduct Creation Goldmine Event
  4. 4. materials I could adapt, but in most cases I was starting from scratch. Whilst interesting, is very time consuming to do and expensive for the client. Whilst I’d love to say I create amazing work which is brand new and highly innovative, the truth is that when it comes to soft skill training there is a lot of established best practice already in the public domain. If a client wants a course on leadership skills, I’d lose a fair amount of credibility if I went against established wisdom and announced that to lead and influence people we need to shout, belittle and ridicule them! Due to this established best practice in many of the areas we work, it is often the case that materials are re-used and re- branded. Yes, we may say they are completely bespoke, and yes there is still a lot of work which does go into tailoring content, but in the main, the core of what is being said is very similar: Have you ever seen an interview skills training course which has told you not to ask open questions, not to build rapport, not to take notes? The internet is an amazing tool for facilitating the bringing together of lots of different experts separated by geography, but not by interest, so that is what I’ve done. Rather than waste time reinventing materials which no doubt exist in thousands of iterations sitting on hard drives around the world I thought it would be much better if we could just share what we have. I’ve convinced a small number of trainers (although, this number is growing slowly but surely) to share their content on line. Not just their slides, hand-outs or exercises, but all their knowledge too – tips and guidance on how to deliver the course they’ve uploaded. You may say there are already companies out there who sell materials. You are right - there are, but there are none who openly share them - for free. neuTrain doesn’t even ask you to log in to view content. You can spend 2 hours on the site, looking at someone else’s slides, reading their notes on how to run the course and we don’t even know your email address. Who or what is your inspiration? I love the internet. I do try to be a good mother, but I have been labelled iPad mum by my children! The sites which have inspired me are Wikipedia, You Tube, Trip Advisor, eBay (always as a buyer – my guilty secret) and John Lewis. The thing in common amongst them all is the fact I don’t have to log in to see anything. I don’t really understand why, in a world where instant access lack of time feature heavily, some organisations run their websites like some sort of private members club which no one can use without jumping over a huge ‘sign in’ hurdle. It may work for some, but not for me. I also read a lot and books like ‘Free’ by Chris Anderson made me appreciate that currently, information is doubling on the web so quickly that as a commodity, information or ‘knowledge’, like any abundant product, will eventually move towards a price of zero. I have to say I agree. With so much information already on the web, our struggle now isn’t that it isn’t there – the issue is the time it takes to wade through it all. I also like Dan Ariely. In his book ‘Predictably irrational’, he describes experiments where he proves people over-value their own work. People often don’t share materials because once they’ve invested time developing them they attribute greater value to them. However – ask someone who hasn’t invented the work what they’d pay for it and they will always offer less than what the author would desire. This book made me feel more confident that my belief that knowledge isn’t really that valuable was correct. I’ve seen brilliantly clever people fall flat on their face delivering a training course because it isn’t the knowledge which makes the content valuable: it is the skill and experience of a trainer. “.... currently, information is doubling on the web so quickly that as a commodity, information or ‘knowledge’, like any abundant product, will eventually move towards a price of zero”
  5. 5. Sharing materials on line doesn’t undermine that trainer. Think of Andy Murray: if he wrote a book on how he swings his racquet to make certain shots, it wouldn’t make him a less successful tennis player. What do you hope to achieve by launching neuTrain? I hope to achieve 3 things. 1. I want the training world to be more accessible. For many people the costs of materials or trainers is prohibitive. By making access to the site free, people can use ideas from other courses and develop their own without spending a penny. If what they see on line is exactly what they want, they can download use it straightaway. Authors can charge what they want for downloads, but most range from being free to being £150. 2. I want the training world to become more efficient. Wheel reinvention isn’t that clever. I’d love to see us move to a model where we build on others experiences: a shared and social learning model. The trainer who has authored content benefits from having a group of experts using their work and offering feedback and we all benefit from having a free library of training materials. 3. I want to raise the profiles of smaller organisations. Larger organisations can pay large sums to ‘search engine optimisation’ experts and Google advertising, but smaller (and in many cases brilliant training organisations) are crowded off pages 1,2 or 3. I believe if we all work on one site together, we make it collectively easier for people to find us. I want to promote small businesses and help them out by giving them more exposure – which will hopefully lead to more work. I do promise the former as that is within my control. The latter is really down to the trainer. Upload poor content and there isn’t much I can do. Upload great content and it’s much more likely it will sell itself. Who will benefit from using neuTrain? The main beneficiaries are: LD professionals: When negotiating with training companies, clients can now challenge them: “if I can see 80% of this material on line for free where is your value add for charging me X for this development”? Professional trainers: It takes a good 2-3 days to design a course from scratch researching, reading the same books as others to end up with a similar product. Now they can tailor something which has already been developed and save themselves the time. The trainers who load up content: The site is however a free shop window. If a trainer has content, it costs nothing to load up. They become a published author, they have neutrain link to their website (which helps their SEO), their name, bio and logo are clearly visible. If people want to read more about that trainer or their company, they click straight through to their website or linked in profile which may end up with them being asked to do work. I charge nothing for any of this – for those open minded to share, this is a good, safe, credible and free alternative marketing route. What services and products do you offer/ intend to offer? I offer my energy, time, passion and enthusiasm. I’d like to be clear: this is social entrepreneurialism. The site is not for profit and is intended to benefit the community it serves. I make very little money out of the site – my only intention is to try and cover my costs. You’ll see no adverts, I’m not list building, I don’t sell information to third parties. Even if I do get to a point where my costs are covered, then any profits will go to J-PAL: a charity I greatly admire. They conduct large scale empirical trials so that when they implement a large scale training programme, it is only when there is clear and strong evidence to show it will work. They are an admirable organisation. Thanks Lucy, here at The Extra MILE, we think you’re onto a winner. Anyone who would like to contact Lucy for more information on neuTrain, you can find her contact details in the contributors section. For More Information about J-PAL - Click on the link below
  6. 6. PETER THOMSON INTERNATIONAL As the UK’s leading strategist on business and personal growth and the UK’s most prolific information product creator I can help you by sharing tried and tested ideas from my 40+ years in business THE SURVEY INITIATIVE We focus on the design and implementation of employee research and surveys to deliver valid, meaningful and actionable results for our clients. PEOPLE ALCHEMY We focus on providing online performance support resources for managers. Alchemy for Managers is an online management support toolkit that provides just-in-time resources for leaders and managers. The result? Better managers. With around 130 topics this toolkit includes management methods, tips, and practical information written by over 100 industry experts. FRIDGE PRODUCTIONS Fridge Productions make high quality video and have a background assisting executive boards and consultancies to communicate leadership, employee engagement and cultural change throughout their organisations or client base. CAFE STYLE SPEED TRAINING Café Style is bite-size chunks of experiential learning activities that can be facilitated by anyone, any time and any where! BONNIE WILLIAMS THE WHOLE PACKAGE Bonnie speaks at events and leads workshops and in-company programs in The Netherlands and across Europe, with a strong focus on future-proofing people and organizations: promoting the fusion of professional success and personal fulfilment. CATALYST INC Catalyst is a direct and digital marketing agency that helps clients acquire, retain and develop long-term relationships with their customers. We take the guesswork out of marketing decisions by combining intellectual curiosity and inquisitiveness with hardcore analytics, deep customer insight and a measurement mindset. Bob Mason helps companies develop energized leaders, engaged employees, and more profits by teaching supervisors and managers to lead. BOB MASON Expert Index
  7. 7. We aim to be the “Go To” Index, Directory and Community for All things People Development and Management - Including LEADERSHIP AND MANAGEMENT DEVELOPMENT HR EXPERTISE PERSONAL DEVELOPMENT BUSINESSES IN THE PEOPLE DEVELOPMENT AND MANAGEMENT INDUSTRIES If your business is in any of these categories then you can get listed for FREE COME AND GET LISTED FOR FREE! Yes Please! List My Business For Free!
  8. 8. N O O N E SPOKE UP When Asiana Flight 214 smacked into the seawall at the end of the runway in San Francisco and broke up on impact, there were two very experienced pilots at the controls. In the left hand seat, the Captain Lee Kang- Guk, a 19 year veteran who had nearly 10,000 hours piloting jumbo jets. True, he had only 43 hours at the helm of a 777 but he had flown into San Francisco many times in the 747. He knew what he was doing. In the seat to his right was another seasoned veteran, also a Captain, Lee Jeong- min, who had more than 3000 hours on the 777 and whose job it was to assist the Captain and step in if needed. So why didn’t he? They were on visual rules, which meant they were landing the plane the way you or I would drive into our driveway. Conditions that day were perfect, clear and bright with no difficult cross winds. It was the sort of landing these two pilots could have handled with ease. What went wrong? The investigation will continue for weeks but, in the end, it will almost surely come down to four common but significant words: No One Spoke Up. On a 777, the pilot in the Captain’s seat is responsible for flying the plane and keeping it lined up with the runway. The pilot in the First Officer’s seat, where Lee Jeong-min sat, is responsible for monitoring air speed and altitude. Initial investigations indicate that there were no technical malfunctions. Perhaps each pilot noticed that the plane was under speed and dropping below the flight path, but each assumed that the other knew what he was doing. By Dain Dunston
  9. 9. Perhaps, culturally, they were each uncomfortable with suggesting that the other was missing something. And down they went. It has been suggested that reticence is peculiar to the Korean culture. If that’s true, then we are all Korean. How many times have you sat on your hands when the boss asked if there were any problems with the proposed production scheduled, even though you knew the projections had been sourced in cloud cuckoo land? How many times have you wondered where a cab driver was going but let him make wrong turns until he admitted he was lost (with the meter still running)? Or how many times have you broken with your culture and pointed out a flaw in the group thinking, only to be chided as not a team player? Let’s face it: many people would rather die than risk being thought a fool. So what do you do to change that? Here’s the first thing: SPEAK UP. If your company culture discourages candor and open discussion, just say so. You don’t have to send an open letter to the chairman. Just say so to the person sitting next to you. Speak up in the conference room. Get agreement from a few peers. Promise them you won’t sit silently while they head down the wrong path if they’ll promise to do the same for you. Promise you’ll have their back. That’s how great cultures are built. When people speak up. On the night the Titantic struck the iceberg, many of the other ships in the vicinity had cut their engines and were drifting, aware of the dangers. But the Titanic was on track to make the fastest crossing in history and no one spoke up. When Nixon brought up the idea of sending someone to break into the offices of the Democratic National Committee at the Watergate, no one spoke up. And when a thousand little errors were made in a thousand companies yesterday, there’s a good chance no one spoke up then, either. A few weeks ago, a senior VP of a major global company posted an internal blog titled, “I’m Frustrated!” He detailed all the production problems they were experiencing, all the ways they’d tried to fix them and all the ways they’d failed. “Will someone please tell me what’s not working?” he asked. To his surprise, there were hundreds of comments, seventy-five of which were people actually speaking up. One person pointed out contract provisions which forced unnecessary processes. Someone from legal spoke up to say those contracts had been changed, only no one was told. In a follow-up post, the executive told of taking the issue to the executive committee and sharing what was said. The result? Not only were specific process problems solved but—presto!—there was the beginning of what may become a massive culture shift. Leaders speak up. And when you speak up, you become a leader. When you become a leader, no matter where you are in the organization, you’re the one who brings your team in for a safe landing. “On the night the Titantic struck the iceberg, many of the other ships in the vicinity had cut their engines and were drifting, aware of the dangers. But the Titanic was on track to make the fastest crossing in history and no one spoke up. ”
  10. 10. Book Review Dr. Efiong Etuk has taken on a major universal task with his book: Creativity: Revealing the Truth about Human Nature. He’s done a masterful job researching vast amounts of thinking about being human, then has organized them using a unified structure to provide over 1700 thought - provoking ideas to challenge the reader to examine their past and present lives in order to find meaning and purpose in it that they can use to develop the rest of their lives. His goals are universal in scale. His questions aim at helping the reader to explore how they are part of the solution rather than parts of the various problems around the globe. The book has been created as a resource book, a book to be “He has thoroughly examined and explored the thinking of many great minds” returned to over and over not one to be read from cover to cover, only one time. A book to use to challenge the reader’s thinking, understanding and growth over time. He has thoroughly examined and explored the thinking of many great minds across time to provide a volume that will help the readers test their personal philosophies and goals in life to help integrate them in a mission to solve the complex problems of human beings on this earth together. I recommend this to the thinking readers who are seeking to find value, meaning and purpose in their lives while developing their greatest individual abilities as a creative human being. Creativity - Revealing the Truth about Human Nature - Dr. Efiong Etuk Review by DR Alan Black
  11. 11. The Alphabet Of Happiness, From MONTHLY INFOGRAPH!
  12. 12. I Need; Therefore I am Part I THEBOBMASONSERIES Motivation is an internal drive to meet an individual need, so leaders get the best from workers when they understand and help them achieve their needs. That can be both simple and complex. Simple in that there are a few categories of need that apply to everyone. Complex in that people approach satisfaction of their needs in different ways. What’s that you say? I’ve got to worry about my worker’s needs? What about my needs? I need to get a job done. How am I supposed to do that if I have to be concerned with my employee’s needs? This sounds like squishy psychobabble to me! Relax! It’s really a small investment for the leader, but the return is significant with lower turnover expense, fewer employee problems, and higher productivity. The most well-known explanation of human needs is Dr. Abraham Maslow’s Hierarchy of Needs. Maslow suggested there were only six levels of need and that most humans will fall somewhere on this hierarchy. (I refer here to Maslow’s original work. References to Maslow’s Hierarch of Needs are taken from Maslow, Abraham. Toward a Psychology of Being. 1st edition. New York: Von Nostrand, 1962. Print.) Maslow’s original text describes his hierarchy in great detail but it is not an easy read. For a more concise and easily digestible description of Maslow’s hierarchy, refer to Figure 1 Maslow’s Hierarchy of Needs1 Figure 1 The first level is survival; such things as food, water, and shelter. We all have this need but often see it differently. That individual perception is very important. At the most basic level people are 1 mgmt/ob/motivation/maslow/) concerned with feeding their families and providing life’s essentials like clothing and shelter. However, different people have different ideas about what survival is and leaders must understand the worker’s perception of the need. For instance, one person may perceive their survival need to be a modest home and sufficient funds to provide groceries for simple meals while another person may feel survival means the ability to procure more luxurious accommodations. Whatever the perception of the survival need, leaders must remember that if a worker doesn’t feel the job is meeting that need, higher level needs may be stifled. The next need is safety. Leaders must understand that, though they have placed considerable emphasis on safety, if the worker doesn’t feel safe, the safety need is not met. Another aspect of safety goes beyond what Maslow meant: psychological safety. Maslow developed his theory in the mid 20th century; a time when workplace dynamics were much By Bob Mason
  13. 13. until the previous level was satisfied. The leader-worker dynamic is different. A worker certainly can be motivated by more than one level of need, so we must refine the definitions of needs more concisely and consider a much more dynamic relationship between them. Next month, “I Need Therefore I Am – Part II” presents a new way of understanding workers needs. In last month’s article, “Successful Leaders Don’t Motivate,” a reference for the cited study of laundry workers was inadvertently omitted. The reference is; Gubler, Timothy, Larkin, Ian and Pierce, Lamar, The Dirty Laundry of Employee Award Programs: Evidence from the Field (February 11, 2013). Harvard Business School NOM Unit Working Paper No. 13-069. Available at SSRN: Click here to view. different. Today, leaders must also consider whether workers feel safe from situations that cause mental anguish. Workers who feel threatened emotionally will not be concentrating on higher level needs. “Today, leaders must also consid- er whether workers feel safe from sit- uations that cause mental anguish.” Survival and Safety are physiological needs and Maslow believed they must be met before a person could move to higher level needs. The first higher level need is belonging. The human is a social animal and has a need to belong to groups of other humans. Think about the people you know. Are any of them such complete loners that they don’t belong to some group; even family or an informal group of friends? It’s true that some people have a stronger belonging need than others, but very few people don’t belong to something. Belonging by itself is usually only part of the equation; people also need to believe they are important to the group, which leads us to the next level of need; self-esteem. Self-esteem is a commonly misused word. It refers to the feeling we have when we achieve a goal or conquer a challenge. Self-esteem is not an everybody wins attitude. A person who puts forth no effort to accomplish a task but is recognized as a winner anyway may have their ego boosted for a time, but they gain no real self-esteem. People want to genuinely feel good about themselves and success is how that feeling develops. Self-esteem cannot be given; it must be earned. Maslow’s final need is self- actualization, which he struggled to clearly define. A self-actualized person is one who seeks out his or her own challenges and Maslow felt most people never reach this level. Truly self-actualized people are rare and can be extremely valuable though they often have an independent spirit that can be challenging for a leader. When Maslow created his hierarchy he was considering the human population at large and felt a person would not move to the next level of need Next In The Series I Need; Therefore I Am – Part II The Motivation Puzzle: How It All Fits Together Engage!: How Understanding Motivation Can Create Engaged Workers
  14. 14. From around the web...... Chris's cancer community Blog Knowledge of today yfs magazine - 35 Inspirational Quotes Likebook - my life in a book
  15. 15. Family Friendly is an employee and business benefit If you struggle to get the very best people to come and work for you. If you believe your employees aren’t giving their best, or are stressed because their working life and domestic life don’t work well together. Or if you have a high rate of unexplained absence, then you may wish to consider reviewing your family friendly offer. If you want to attract and retain top talent now and in the future; to remain competitive in the talent marketplace you must consider a family friendly culture as a business benefit as well as an employee benefit. The main reason why businesses don’t introduce a family friendly environment are three fold, they don’t know how; are afraid that it will detract from and impact negatively on achieving their outputs or results or don’t realise it’s important. Enlightened organisations create a family friendly culture which fits their business model. Being family friendly is the way forward and you will find the best talent (who know they can pick and choose) will opt to work for businesses where they can operate in a way which fits their own personal circumstances. My guess is you will find that this is the new contractual norm for talented people. So what do I mean by family friendly? There are a number of factors involved in creating a family friendly environment. In short a combination of customs, practices and policies you can adopt to help your employee enjoy and attend to their home life as well as their work life. Family friendly practices and policies can include: Flexible working – including flexible hours, flexible location and flexible roles. Time out – aimed at helping people care for dependants in the short and long term. Work breaks – including career breaks and sabbaticals Employee benefits – discounted childcare, elderly care, access to family health schemes, onsite crèches, after school clubs, holiday clubs. Many enlightened organisations realise that a family friendly environment is a key factor in their employee attraction and retention strategy, but not many are easily able to articulate and implement family friendly practices effectively. Making family friendly work for you 5 mistakes and how to avoid them By Christina Lattimer
  16. 16. Effective implementation means not only do employees enjoy a work/life balance allowing them to attend to pressing domestic responsibilities and values, but also harnesses their loyalty, commitment and enthused effort. Implemented well a synergistic effect of boosting motivation, leading to improved productivity, efficiency and profitability will result. If you have tried to introduce a family friendly culture and are struggling, or you want to get started, here are 5 mistakes that businesses make, which you must avoid. Mistake 1 – A vision setting out the factors involved in the family friendly offer is not clearly articulated. The vision does not include what employees can expect, and importantly, omits expected benefits for the business. Mistake 2 – The organisation doesn’t emphatically state boundaries. A family friendly culture must overall improve and energise the performance of the organisation. There are limits and parameters. If a family friendly culture begins to negatively impact it has overstepped accepted boundaries. Mistake 3 – Managers only want to offer family friendly policies to best performers. They fear some of the workforce will take advantage and not reciprocate by seeing it as a way to improve their contribution. This leads to managers unconsciously choosing who can and can’t take advantage of family friendly arrangements. Mistake 4 – Managers do not assess workload impact of individual family friendly ways of working on the employee or on others in the team. Thus adjusting the frame but not changing the internal picture. Mistake 5 - Organisations don’t adequately train managers to a) understand the “bottom line”, b) harness a win/win result c) review patterns and workloads d) be confident to say no, when it is fairer to do so and objectively justified So now you know the pitfalls, here are some ways you can both avoid those mistakes and harness the best of both worlds, by getting the best out of your people, whilst improving their work/life balance. Articulate accepted boundaries, and use as an acid test before you introduce any measure towards a family friendly culture. Be clear about work patterns acceptable to you. If compressed hours really don’t fit in your organisational model, don’t offer them. Be clear about parameters of each measure. If time off for domestic emergencies is included in your family friendly package for example, make it clear it is not a default position. Develop a framework to work through setting out alternatives an employee must consider. If a situation develops which isn’t a one off; you and the employee need to agree an approach to deal with this. Be imaginative about the extent of your work patterns and location framework. Would extending to evening hours not only give employees some well needed flexible working solutions, but also benefit your customers? Can employees work from home remotely, and could such a way of working ultimately cut accommodation overheads? Be very clear your family friendly culture is a win/ win offer. You want to help employees with domestic responsibilities so they can be at their best at work, and give you maximum performance. Manage expectations of all employees. Resentment can quite often fester when some of your workforce believe they are not included. Manage perceptions; I once had someone tell me they thought my family friendly approach excluded them because they didn’t have children, or any dependants. That was until she had to take time off because her dog needed a lifesaving operation. If you are already going down the family friendly route, or intend to, then congratulations. If devised and implemented thoughtfully through consultation with your strategists and your people, then it will be successful. By being clear about your bottom line, you will gain the commitment, loyalty and best performance from your people and have people queuing up to work for you. “Enlightened organisations create a family friendly culture which fits their business model.”
  17. 17. Get theBlog and regular updates direct to your inbox Sign Up For Our Weekly Blog And Get Your Free E-Book! Yes Please - Sign me up! THE LATEST BLOG POSTS FROM CHRISTINA AT PEOPLE DISCOVERY 7 Ways to Increase Your Odds of Success The 3 Biggest Mistakes Leaders Make Which Diminishes Their Credibility Leaders Make Mistakes Too - 5 Steps to Redeem a Potentially Fatal Error 3 Reasons Why A Great Engagement Strategy Isn’t Enough
  18. 18. Join the Inspirational Leadership, Management and Engagement group and connect with like minded people! JOIN US ON LINKEDIN LinkedIn Always do your best. What you plant now, you will harvest later. -Og Mandino
  19. 19. GRATITUDE Genetic Marker for Enlightened Leadership? GRATITUDE Genetic Marker for Enlightened Leadership? By Berni Nagle “The dark will be your home tonight; the night will give you a horizon further than you can see” - David Whyte According to Wikipedia, a genetic marker is a gene or DNA sequence with a known location on a chromosome that can be used to identify individuals or species. In other words, the presence of a marker is a strong indication of an entity’s substance and attributes. In the discernment of resonant, conscious, mindful leaders we might do well to analyze for the presence of gratitude. Yesterday was my 62nd birthday. I drove to the office at an unusually leisurely pace, taking note of things I had not previously paused to actually “see”. Off to the east a massive, billowing cumulonimbus cloud commanded nearly the entire horizon, towering tens of thousands of feet, with smaller plumes and offshoots rising contemptuously around the edges as if to abandon the collective…to no avail. The uprising of each defiant rebel inexorably and uniformly coming to naught; each in turn subsumed by the amorous girth of her maternal majesty. “A visual metaphor of communal spirituality”, I mused. And in that hallowed moment of calm and clarity I felt a warm wave of gratitude wash over me. So much to be thankful for, indeed. Exactly one week earlier, I lay untidily on a catheterization table at the Cleveland Clinic Cardiac ICU, randomly punctured and tethered to nearly every genus of diagnostic device known to modern medical science. Yes, the top half of my heart had stopped communicating with the bottom half and my heart rate had plummeted to 30 and, yes, I had been severely out of breath and nearly passed out, but hey, I still run three or four times a week and I’m generally a very healthy guy…am I not? Eleven years after bypass surgery here I am again, with a catheter needle protruding from my femoral artery, transmitting Google- map entertainment for a chattering medical cadre on half a dozen digital screens arrayed over my head. One meticulously-placed stent later and I am whisked off to recovery and an uncertain prognosis; frustrated with this most recent flashing dashboard idiot light for mortality, yet grateful for subtle warnings, medical science, and third-chances. In an abrupt, illuminating moment on that ICU table it occurred to me that we are only grateful for that which we do not take for granted. I have not taken my life for granted since my first “We are only grateful for that which we do not take for granted.”
  20. 20. cardiac event (open heart surgery) in April of 2002. Prior to that date I must admit my appreciation for the impermanence of my physical existence was profoundly lacking. Must we encounter dramatic crisis to have our eyes opened to the certainty of mortality and the abundant gifts of corporal life? Is such the case in other aspects of our lives as well? Is tragedy truly the mother of illumination? And what of those entrusted to lead others? In 40 years of observation my findings are by no means sanguine. I have seen far too little appreciation or concern for the hearts and minds of the led; for their effort and energy; for their enthusiasm and creativity; yes, even for their health, welfare and emotional circumstance. The tally sheet reflects a dearth of recognition of the person-ness, the uniqueness, or the “being” of the led; and an abundance of apathy, exploitation, and blatant disregard for the lacy tethers of communal spirit binding us together as one, energizing us in shared quest. Sadly, an assay for “deep appreciation” might well come up negative in all but few cases. What claxon of calamity shall be required in the lives of the serenely unconscious, that they shed the scales encrusting their hearts and minds? By what clarion of crisis will the ears be opened? Where indeed is the pulpit high enough or the bullhorn loud enough to gain the attention of the placidly unaware? When if ever shall we detect an alignment of chromosomes spelling “Gratitude” in the DNA of wannabe leaders? “Is tragedy truly the mother of illumination?”
  21. 21. Download The eBook Employee performance management is getting the right things done well. This e-book explains how you can sell employee performance management to others in your organisation. Selling Talent Management To Others How CognitoHRM Works Visit Our Website Take A Tour Organizations that actively manage performance earn higher revenues per employee, have lower turnover and better staff engagement.
  22. 22. How I Became Unfit for the Corporate World twitter top 4 MILEthe extra motivate inspire lead engage 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. Toxic Workplace Friends The Most Annoying Business Slang One Interview Question You Should Ask Every Candidate
  23. 23. IMPROVE YOUR LEADERSHIP SKILLS IMPROVE YOUR LEADERSHIP SKILLS Every ‘Great Leader’ has their own style... Richard Branson, President Barack Obama, Bill Gates etc. You could easily describe the standards that they live by and the standards in how they connect with people. Do you really know your style of Leadership and the standards you convey in the way you live your life and the way you connect with people? In this article we will discuss setting your standards and scoring your standards. Setting Your Standards: Knowing who you are and what you stand for is paramount in setting your standards high. Every leader has values they live by and each one is different just like fingerprints. If you were to set three standards that you live by as a person and three standards you live by when connecting with people, what would they be and why? For example, the three standards that I live by as a person are; 1. Enthusiastic I want to always be enthusiastic in every aspect of my life. I know enthusiasm is infectious and when I am totally enthusiastic I enthuse those around me, this in turn makes me feel great about myself and creates even more enthusiasm. 2. Presence To fully engage in projects, tasks, and connections with people, I need to be totally focused. I do this by ensuring I am totally present when working on projects / tasks and when connecting with people. When I am fully present, I feel vibrant, alive and ready to contribute. 3. Bold Bold comes in two forms, one is how I appear and the other is how I behave. Firstly appearance... I like to make a great first impression. This takes form in how I dress, how I look and how I feel. To be bold in all of these areas I need to be happy with who I am. Secondly, is how I behave... Those that know me personally know I take people for who they are. In accepting everyone for who they are, it ensures I stand out as a respected leader. The three standards I live by when connecting with others are; 4. Caring Everyone has a story, and everyone’s lives are different, in accepting people for who they are, where they came from and what they stand for they all have different agendas to mine. That doesn’t mean my agenda is right, just different, when I care for other peoples agendas as well as my own, By Richard Abrahams “Everyone has a story, and everyone’s lives are different,”
  24. 24. YOUR TURN TO TAKE ACTION! it makes me a more engaging and caring person. 5. Engaging When people feel a sense of engagement with you, they are more likely to open up and support what you stand for. If you just come across as me, me, me without giving anything back, people are unlikely to engage with you. I always look at giving people three times the value back that they give to me, I don’t always reach that goal, but I strive for it, and it shows that person that I am totally committed to them. 6. Inspiring There are many people that inspire me and fuel my passion for success. In return I look for people that I can inspire, to help and support their success. I don’t think of myself as the cleverest person in the room, but I do like being in a room of clever people and inspiring them to greatness. When I inspire people, I get a great amount of pride in what I do. It allows me to connect at a deeper level and it allows for my growth as well as others. Scoring Your Standards So I have 6 standards that I live by and in each and every one of these, I am constantly scoring myself on a scale of 1 – 10. When I feel myself dropping below a 10, I tell myself, ‘these are my standards, I own them and it is my responsibility to ensure I am performing at a 10, now what do I need to do to raise my game today? • Can you clearly define your three standards as a person? • Can you clearly define your three standards when connecting with people? • What is your current score in each of these right now? • Ask your colleagues how they would score you on these, do they match? • Decide how you will reinforce these standards on a daily / hourly basis? • Ensure you are always performing as close to a 10 as possible?
  25. 25. Yes Please! Sign Me up for regular updates and send me a link to my free Flipbook! GET MOTIVATED! with the e.MILE Community! Sign up to receive our blog and Ezine and get a free copy of our great new Flipbook! 30 Practical Activities which together will not only create a great motivational environment, but also help to engage and focus on your team to get great results!
  26. 26. GET MOTIVATED: The Best Motivational Articles From Around The Web 15 of the Best Motivational Quotes 100 WAYS TO MOTIVATE YOURSELF -Change Your Life Forever Motivation Mystery: How to Keep Employees Productive Top 10 Motivational Books of All Time TOP 10 MOTIVATIONAL SPEECHES
  27. 27. Let’s look at one of the traits of great leaders. The discipline to priorities and the ability to work toward a goal are essential to becoming a great leader and living a great life! Here are some insights on the question – How should I prioritize my life? First let’s take a minute to talk about Time Management. There is really no such thing as “Time Management” – at best it is a misnomer and at worst it is a hoax. The definition of manage is “to have control of something.” We all get the same time – we cannot control it. What is important is to control how we spend the time we get. That is Priority Management or discipline to priorities. It is important that you focus on the right priorities. So what are the right ones? All too often people tend to focus on the urgent and easy. This usually consumes way too much of their valuable time leaving little if any time to get done what needs to be done. This is usually why people say they need “Time Management’. The key is to shift your thinking from “Time Management” to Priority Management. The right priorities are determined by focusing on what is truly important! Priority Management requires discipline and a commitment to focus on what is important. The truth is you do not need a “TO DO List”. However you must have a list of your priorities! “Discipline is the bridge between goals and accomplish- ment.” Jim Rohn A great principle to use in setting priorities is the Pareto Principle – 20/80 concept. Simply stated – 20% of your priorities will give you 80% of your achievement or results. This can apply to almost anything – from products, reading, leadership, donations etc. Organize or Agonize – It is not how hard you work but how smart you work. A life in which anything goes will ultimately be a life in which nothing goes! People tend to do what is easy or urgent. Leaders Followers -Initiate -Lead: Pick up phone and make contact -Spend time planning: anticipate problems -Invest time with people -Fill calendar by priority -React -Listen: Wait for phone to ring -Spend time living day-to-day reacting to problems -Spent time with people -Fill the calendar by requests By Stephen Murphy What are you doing that is really important?
  28. 28. People that achieve great lives do what is important and put in the effort! Prioritize Assignments – High Importance/High Urgency – Do first! High Importance/ Low Urgency – Make a commitment to complete within a certain time and do something on it each day. Low Importance/High Urgency – pass it off to someone else to accomplish! Delegate it! Low Importance/Low Urgency – forget about it or pass it off, spend NO time on it! “The reason most major goals are not achieved is that we spend our time doing second things first” - Robert J. McKain Choose or lose – every person is a creator or a reactor when it comes to organizing. Great leaders tend to take action while followers react. Evaluate or Stalemate – It is not always easy to set your priorities. These questions can help you. What is required of me? - What needs to be done that no else can do but me? These are things that if you fail to do them you may end up among the unemployed! What gives me the greatest return? – Is my efforts producing the maximum results? What is most rewarding? Our best work is accomplished when we are enjoying what we do. Life is too short for you not to be having fun! Here are some priority principles for you to know and use effectively; Priorities never “stay put” Keep priorities in place you need to: -Evaluate – every month -review – requirements/ return/reward -Eliminate – What am I doing that someone can do??? -Estimate – Top projects and how long it will take? You cannot overestimate the UNimportance of practically everything – Most people are gravitated to the unimportant and drains most of their time. The art of being wise is knowing what to ignore! Good is the enemy of the best – Sometimes there are two good choices and it becomes hard to determine which the best is. The soundest way to decide is to look at the purpose of the organization and then one choice will surface as the best. Too many priorities will paralyze - too often we learn too late what is really important. If you want to know what is important to someone look at what they do and where they spend their time! Efficiency is the foundation of survival …. Effectiveness is the foundation for success. Make sure your priorities are on what is important and that you protect your priorities like they are GOLD. Because they are as good as gold if not more. People who are Great leaders or live great lives know this! “Purpose has power to shape our lives only in direct proportion to the power of the priority we connect it to. Purpose without priority is powerless.” - Gary Keller
  29. 29. Funding For Lending: Who Are The Winners And Losers? FLS has boosted bank profits at the expense of both SMEs and charities. This article examines what has actually happened under Funding For Lending (FLS), the impact it has had on charities and presents three simple steps for better financial management. As I write this article, we are a year on from the start of the government’s Funding For Lending Scheme and many commentators are saying that it has failed to meet its objectives. The figures speak for themselves. The latest FLS data, published on 3rd June 2013, revealed certified net lending since FLS started was down by £1.79bn. According to the Bank of England, FLS was intended to incentivise banks to boost their lending by reducing bank funding costs to allow them to reduce the price of new loans and increase their net lending. Some say that FLS has helped boost the housing market. But if we look at what has happened to lending and deposit rates, a different picture emerges. Rates paid to individual savers on fixed term deposits have fallen from 3.11% in July 2012 to 1.85% in June 2013, but secured lending rates have only fallen from 3.82% to 3.23%. In other words, deposit rates have been slashed by 40% but lending rates have only dropped by 15%. A similar picture is seen with deposits and loans to companies, with fixed term deposit rates being cut by 40% but lending rates cut by only 10%. Cynics might say that Funding For Lending has only helped the banks improve their profitability. So the winners of FLS appear to be the banks, whilst depositors are the big losers. One group of depositors that has been particularly hard hit are charities and not for profit organisations that often need to hold cash deposits. According to the Charity Commission website, charities hold £27bn in cash and other short term assets and so falling interest rates have severely impacted them. Add to this the need to diversify deposits to minimise the risk of bank failure and you can see many charities are experiencing tough times. Research published by the Charities Aid Foundation (CAF) found that 71% of charities believe that the economic crisis is causing the charity sector to be in crisis and many charities feared they would not be able to weather the tough economic climate, with one in six charities fearing closure in the next year. So what can charities do to ensure they survive and thrive financially? These three simple steps offer a solution. By Kathy Byrne
  30. 30. “Make sure that any cash assets your charity holds are diversified between different deposit providers” Step 1: Diversify Deposits Make sure that any cash assets your charity holds are diversified between different deposit providers. Some charities may benefit from protection under the Financial Services Compensation Scheme (FSCS) in the same way as individuals do, which means that £85,000 of their deposits are protected. Those with FSCS protection and more than £85,000 in cash need to open accounts with several different deposit providers. Twelve different accounts with unconnected providers are required to protect £1m. The FSCS limit applies at the authorised firm level. For example the Bank of Scotland authorisation under Firm Reference Number 169628, covers AA Savings, Bank of Scotland, Bank of Scotland Private Banking, Birmingham Midshires (BM Savings), Capital Bank, Halifax, Intelligent Finance, Saga and St James’s Place Bank. Many people may not realise that all these providers are just one company for FSCS purposes. Charities that don’t benefit from FSCS protection should diversify their deposits and set a limit to place with each deposit provider. They will also need to consider the financial strength of each provider, which may mean taking expert advice. Step 2: Maximise rates CAF Bank currently pays only 0.1% on its cash account, whilst its gold account pays 0.18% on balances between £50,000 and £249,999. There are better rates than these available from providers that accept deposits from charities. For example, our bank panel includes rates2 of 1.25% on immediate access and 2% for one year. Step 3: Review regularly Carry out a regular review to make sure that deposits are still appropriately diversified and rates have not dropped off because a bonus rate has run out or a fixed term deposit has ended. Whilst FLS has proved to be bad for depositors, a bigger risk may be leaving deposits to take care of themselves rather than actively managing them.
  31. 31. 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 LD 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 LD 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 LD role A choice of study routes By flexible learning or attend a taught programme 5-week Intermediate Certificate in Human Resource Management Commencing 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: Head Office: Room LN21,Armstrong House, First Avenue, Robin Hood Airport, Doncaster DN9 3GA Tel: 07939 518451 Skype: chrysoshr Email: Website: Our flexible study routes mean you can study where and when you like, nationally and internationally
  32. 32. BULLYING ARE YOU THE LION OR THE MOUSE ? Can you spot the subtle side of bullying? Unacceptable workplace behaviour does not always come from the obvious places. It is not always the big burly, bossy, aggressive or loud person who is using ‘bullying’ behaviour. The shrug of the shoulders, the rolling of the eyes, that deep sigh, can be equally as offensive as the yelling, raised voice, the slamming of fists on the table, the slamming of doors or the offensive language. That snide remark behind someone’s back or just within hearing can be equally hurtful; intentional or not. Sometimes the more subtle type of behaviour can be scarier and more intimidating than outright bullying behaviour. We often deal with employees who are ‘scared’ to approach other employees or indeed their manager for fear of retribution. We understand well that term ‘walking on egg shells’ or ‘it’s not a good time/day/week’. As an employee it may be difficult to report inappropriate behaviour aimed at you. There may be a fear of not being believed, especially in the face of denial and as there are often no witnesses to the behaviour. If the behaviour is coming from a well regarded employee or manager who is getting results for the business in other areas, it can be difficult for the business to address the problem for fear of not achieving the outcomes they need. However, it is extremely important that the problem is addressed before it costs the business big money in the way of staff turnover, lost productivity, or expensive claims. My experience is that bad behaviour that is not addressed appropriately and promptly by a business can lead to conflict, complaints, claims, and crises and to unnecessary costs for the business. Recognising and identifying the behaviour quickly, then dealing with the behaviour consistently, systematically and professionally is one of the first steps. The following tips for dealing with the subtle stuff is more specifically aimed at those feeling bullied or uncomfortable and can be applied equally to employers, business owners or people managers: Firstly and most importantly the business you work for needs to have all the right policies and procedures in place then: 1. Own your boundaries: everyone needs have appropriate boundaries in place for how they want to be treated by others. Define your boundaries, own your boundaries, be prepared to stand by your boundaries. By Clara Pound
  33. 33. Employers can help by supporting employees in being more assertive and not aggressive. 2. Feedback the behaviour to the person: Notice the behaviour, feel the impact then feed it back to the person. Respectfully. When you ask someone whether they were intending to say ‘roll their eyes at you’, the person can become more aware of their own actions and potentially the impact this might be having on others and then perhaps choose to behave differently. 3. If it’s offensive to you, then say so: when you indicate that something is offensive to you, you are giving it back to the person to deal with and the choice to change their behaviour or not can become theirs. They are then responsible for the consequences also. 4. Become like a broken down record: be prepared to repeat the message. Your message is important and it may not be heard the first time you say it – especially if the behaviour has continued for some time. 5. Be professional and respectful: Don’t become a bully yourself. Always treat the other person professionally and respectfully. Be guided by your own values and standards, not those of the other person. Use humour as your shield if you can. Create your own character. 6. Consistently follow the right policies and procedures: it is extremely important to understand that principle of equity and fairness and to apply ‘the rules’ to everyone equally. 7. Practice active self care: do what it takes to care for yourself in the situation. Keep yourself safe. And take extra good care of yourself outside of the situation too. This might mean treating yourself to that massage, or facial. Do whatever it takes. Bullying behaviour can be like a slow growing poison within a business. If the standards of behaviour are not clearly set out and then applied, the wrong type of behaviour can quickly become the ‘norm’. It is important to understand that we are all different, that we have differing perceptions and expectations. As human beings we all want to feel respected, valued and appreciated for who we are. Inappropriate workplace behaviour is often a sign of a ‘clash of values’, ‘lack of clarity’ and often high stress levels. We need to understand that people will often react and respond in the only way they know how and that this may or may not be acceptable in your work environment. Dealing with a bullying complaint or claim can quickly become tricky and sticky. Nowhere is a business more in need of an independent specialist or expert who has dealt with these types of situations. I strongly recommend creating a happy, supportive and safe workplace by design, rather than expecting it to happen by default. Designing the workplace means having the right policies, process, procedures in place and being clear about acceptable and unacceptable behaviour. No bull!
  34. 34. CONTRIBUTORS Richard Abrahams Richard Abrahams is the passionate Chief Executive Officer and Founder of Return On Investment Training. His goal is to deliver a ‘Paradigm Shift’ to the Training Development’ industry through a unique TLC approach, which blends Training, Learning and Coaching into one innovative and inspiring programme. Richard’s passion is helping individuals and businesses achieve their personal and business goals. He strives to push the boundaries of what we currently know and do and thrives on innovating new ideas and concepts that inspire others. He relishes unleashing talent, and ensures what gets learnt, gets implemented and what gets implemented, GETS RESULTS! Kathy Byrne Intelligent Cash Management Limited The intelliCash plan for individuals, Charities Not For Profit Organisations, safeguards deposits whilst maximising returns with multiple providers on a single application form. Alan Black Since 1960 Alan has worked at a variety of roles, which include: graphics signage design, cartooning, writing, draftsman, apprentice design, job captain, project designer and licensed architect. He latterly became owner of his own firm which involved, interior design, leadership, creative thinking, professional speaking and consultancy, which focused upon styles and skills of leading, communicating, teamwork, creative thinking, problem solving and educational psychology. For most of the past 37+ years he has been integrating his experience, education and knowledge into his work as an International advocate of creative thinking throughout entire workplaces. intelliCashPlan intelliCash on LinkedIn 01892 556877 Where Have My Savings Gone? The Insider’s Guide To Protecting Your Savings In Tough Times CEO Founder | Return On Investment Training Author | Fire Free Work Day and Associated Product Suite Website
  35. 35. CONTRIBUTORS Dain Dunston Writer and consultant on businesses that are radically disrupting their industries with new ideas and cultures that are branded to the bone. He is the co-author of Nanovation, How A Little Car Can Teach The World To Think Big, with best-selling authors Drs. Kevin and Jackie Freiberg helps some of the world’s smartest companies build cultures of innovation. His next book, The Downside of Up, appears in September of 2013. Twitter Bob Mason Bob helps companies develop energized leaders, engaged employees, and more profits by teaching supervisors and managers to lead. A retired military officer, he has over 30 years of real leadership experience from small teams to large, complex organizations. Bob’s third book, Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership was recently released on Kindle. Stephen Murphy Dynamic Speaker, Coach, Results-Driven Consultant, Innovative Leader, Passionate for Achieving People’s Full Potential Twitter Website Website Website
  36. 36. CONTRIBUTORS Clara Pound With over two decades of experience managing difficult people issues PPS works with motivated, committed business owners and people managers who want to achieve positive results working with their employees. Lucy Standing Lucy has nearly 20 years’ of experience training companies on how to help their people to succeed at work, and do their jobs well. Her career launched with JP Morgan Chase as a graduate recruitment manager. She built a programme resulting in JP Morgan being named as the UK’s 4th top favourite graduate employer. She joined consulting firm LEK as global head of recruitment, followed by a range of consultancy roles across a number of industries. With neuTrain, a not for profit company, Lucy brings her expertise to create a platform designed purely to help people in the learning industry. Berni Nagle Author of the 1997 book, “Leveraging People Profit - The Hard Work of Soft Management”, with Foreword by Warren Bennis. This book originates and describes the concept of the “Altrupreneur” - one who conducts the affairs of an enterprise with conspicuous regard for others. This Leadership model is servant-leadership based, relationship-driven, goal-guided, and laser-focused on engaging innovation and creativity to create sustainable competitive advantage in the workplace. Altrupreneur Website Website
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