The Extra MILE Ezine - May 2013 Issue

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.”

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”

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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

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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

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

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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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The Extra MILE Ezine - May 2013 Issue

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