Tuesday, April 22, 2014

RapidBI Daily Business Cartoon #63

 "On the bottom of my resume you"ll find a coupon for 50 cents off my first paycheck."
 
RapidBI Daily Business Cartoon #63

Monday, April 21, 2014

RapidBI Daily Business Cartoon #62

 "My topic is "How To Give A Presentation Without Losing Your Audience"s Attention". The End. Thank you for coming."
 
RapidBI Daily Business Cartoon #62

Friday, April 18, 2014

RapidBI Daily Business Cartoon #61

 "I"d like to go into politics when I grow up. When are we going to learn some fuzzy math?"
 
RapidBI Daily Business Cartoon #61

Thursday, April 17, 2014

Wednesday, April 16, 2014

RapidBI Daily Business Cartoon #59

 "All the charm and majesty of a tropical rainforest. That sounds better than saying the roof leaks!"
 
RapidBI Daily Business Cartoon #59

Tuesday, April 15, 2014

RapidBI Daily Business Cartoon #58

 "There"s even an app that gives you a foot massage! Just set your ringer to "vibrate" and stick it in your sock."
 
RapidBI Daily Business Cartoon #58

Monday, April 14, 2014

RapidBI Daily Business Cartoon #57

 "Cancel all staff meetings for the foreseeable future. Nobody wants to talk about anything but Honey Boo Boo!"
 
RapidBI Daily Business Cartoon #57

Friday, April 11, 2014

RapidBI Daily Business Cartoon #56

 "To leave a message, press 1. To verify that you pressed 1, press 2. To verify you pressed 2, press 3. If you don"t want to press 3, press 4. To verify you pressed 4, press 3..."
 
RapidBI Daily Business Cartoon #56

RapidBI Daily Business Cartoon #55

 "If you"re going to yell at me, press 1. If you"re going to ask me a lot of stupid questions, press 2. If you"re going to talk forever without getting to the point, press 3."
 
RapidBI Daily Business Cartoon #55

Thursday, April 10, 2014

RapidBI Daily Business Cartoon #54

 
 "They gave you 17 sesame seeds on your bun and I only got 16!"
RapidBI Daily Business Cartoon #54

RapidBI Daily Business Cartoon #53

 "Peanut butter and jelly are completely different but they"ve been together forever. If they can do it, so can you!"
 
RapidBI Daily Business Cartoon #53

RapidBI Daily Business Cartoon #55

 "If you"re going to yell at me, press 1. If you"re going to ask me a lot of stupid questions, press 2. If you"re going to talk forever without getting to the point, press 3."
 
RapidBI Daily Business Cartoon #55

Wednesday, April 09, 2014

RapidBI Daily Business Cartoon #54

 
 "They gave you 17 sesame seeds on your bun and I only got 16!"
RapidBI Daily Business Cartoon #54

Tuesday, April 08, 2014

RapidBI Daily Business Cartoon #53

 "Peanut butter and jelly are completely different but they"ve been together forever. If they can do it, so can you!"
 
RapidBI Daily Business Cartoon #53

Monday, April 07, 2014

RapidBI Daily Business Cartoon #52

 
 "My boss really screwed up today. He accidentally made me feel valued and respected."
 
RapidBI Daily Business Cartoon #52

Saturday, April 05, 2014

RapidBI Daily Business Cartoon #51

 
"We used up all of our retirement money. First our car retired then our furnace retired, then our dishwasher retired...."
RapidBI Daily Business Cartoon #51

Friday, April 04, 2014

RapidBI Daily Business Cartoon #50

 
 "This phone has a special voice filter. It makes you sound honest when you discuss business, sincere when you apologize and terminal when you call in sick."
RapidBI Daily Business Cartoon #50

Thursday, April 03, 2014

RapidBI Daily Business Cartoon #49

 
 "I hired a District Sales Manager, Senior Sales Manager, Regional Sales Manager, National Sales Manager, Vice Senior Sales Manager, Executive Vice Senior Sales Manager, Associate International Sales Manager, Assistant Associate Sales Manger and Junior Associate Sale Manager. Now all ...
RapidBI Daily Business Cartoon #49

Wednesday, April 02, 2014

RapidBI Daily Business Cartoon #48

 
"I don"t know how you got my number up here, but I do not need any afterlife insurance!"
RapidBI Daily Business Cartoon #48

Tuesday, April 01, 2014

RapidBI Daily Business Cartoon #47

 "I respect that you"re a vegetarian, but I can"t authorize using an artichoke hear for your transplant."
 
RapidBI Daily Business Cartoon #47

Monday, March 31, 2014

RapidBI Daily Business Cartoon #46

 
 "I didn"t know I was pregnant. My office is such a stressful place to work, everyone feels nauseous in the morning!"
RapidBI Daily Business Cartoon #46

Friday, March 28, 2014

RapidBI Daily Business Cartoon #45

 "Our office coffee machine makes 50 different flavours. That counts as workplace diversity, doesn"t it?"
 
RapidBI Daily Business Cartoon #45

Thursday, March 27, 2014

RapidBI Daily Business Cartoon #44

 
 "It takes about 15 cups of coffee to make me feel creative. Thinking outside of the box is easy after you start to hallucinate."
RapidBI Daily Business Cartoon #44

Wednesday, March 26, 2014

RapidBI Daily Business Cartoon #43

 
 "I love reading. I read about 3 hours a day. My favourite book is Facebook."
RapidBI Daily Business Cartoon #43

Tuesday, March 25, 2014

RapidBI Daily Business Cartoon #42

 
 "Larry accidentally drank some decaf! Does anyone know how to use a defibrillator?"
RapidBI Daily Business Cartoon #42

Friday, March 21, 2014

RapidBI Daily Business Cartoon #40

 
> "In lieu of a bonus, I will LIKE and SHARE everything you put on Facebook for the next 30 days."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #40

Thursday, March 20, 2014

RapidBI Daily Business Cartoon #39

 
> "Our sales this quarter don"t add up to a hill of beans, which is just as well since beans cause gas and that would open us up to a whole new series of environmental regulations."
This of course is just one version of what could have been going on. I would love to here what you ...
RapidBI Daily Business Cartoon #39

Wednesday, March 19, 2014

30 Behaviours for Effective Learning

Using researched based learning and instructional design Based on research from the fields of cognitive science and neuroscience, Ewell* suggests that there are 30 behaviours which when adopted lead to effective learning. For those of us responsible for workplace learning and development...
30 Behaviours for Effective Learning

RapidBI Daily Business Cartoon #38

 
> "If at first you don"t succeed - cry. It will make everyone feel awkward and they will be really nice to you for the rest of the day."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #38

Tuesday, March 18, 2014

RapidBI Daily Business Cartoon #37

 
> "You"re telling me I"m not allowed to vote just because I"m a dog? I demand equal rights!"
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #37

What we know about learning, and the process of learning new things

Much of what we know about effective learning was originally taken from the world of academia and higher education; these points can also be translated into occupational and business learning and training spaces. This piece is no different.
Taken from preparation for an annual conference for...
What we know about learning, and the process of learning new things

Monday, March 17, 2014

RapidBI Daily Business Cartoon #36

 
> "Nobody can accuse us of lying. The chart is lying."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #36

Saturday, March 15, 2014

How to write a blog – getting motivated to write

Continued from a recent post “How to write a blog – length and regularity”, this piece looks at how to write. Using this approach it will be easier to write well and regularly!
The author Rachel Aaron (The Spirit Thief) on her blog  introduced a concept for professional writers to increase their...
How to write a blog – getting motivated to write

Friday, March 14, 2014

RapidBI Daily Business Cartoon #35

 
> "Dear Andy - How are you? Your mother and I are fine. We both miss you and hope you are doing well. We look forward to seeing you again the next time your computer crashes and you come downstairs for something to eat. Love, Mom and Dad."
This of course is just one version of what ...
RapidBI Daily Business Cartoon #35

Blogging for business - How to write a blog – length and regularity

No matter where you are in a business, internal communication tools are increasing, and we are expected to write a blog. Many of us either hate the thought of writing or just cannot be motivated to do it.
Whilst researching something I came across a great tip for blog writers. This blog shares...
Blogging for business - How to write a blog – length and regularity

Thursday, March 13, 2014

RapidBI Daily Business Cartoon #34

 "I want you to meet the client, show him our catalogue, make your sales presentation, let him test the demon, then close the sale, arrange for shipping, and process the invoice."
 "I already did all that with my phone while you were talking."
 

This of course is just one ver...
RapidBI Daily Business Cartoon #34

Wednesday, March 12, 2014

Motivating difficult trainees during training

It is said there is no such thing as a “difficult trainee”, just the unknown and our reactions to that.
Not everyone is like a spring lamb or an inquisitive 3 year old!
We have all been there,  seen it and done it before, indeed many have the T-Shirt. Often, when things are new and we believe p...
Motivating difficult trainees during training

RapidBI Daily Business Cartoon #33

 
> "There is no I in TEAM, so the first thing we need to do is teach our spell-checker to learn a new word: TEIM."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #33

Tuesday, March 11, 2014

RapidBI Daily Business Cartoon #32

 
> "If we don"t have an acronym for paperclips how will we know what to call them?"
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #32

70:20:10 – has the model had its day?

The 70:20:10 model was developed by Michael Lombardo and Robert Eichinger whilst at the Center for Creative Leadership in 2000.
Jay Cross says that “The 70-20-10 model is more prescriptive. It builds upon how people internalize and apply what they learn based on how they acquire the k...
70:20:10 – has the model had its day?

Monday, March 10, 2014

RapidBI Daily Business Cartoon #31

 
> "My employer doesn"t allow visible body art, so I"d like to have my internal organs pierced and tattooed."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #31

Sunday, March 09, 2014

What is the difference between community managers and sports referees? #cmgr

About $200,000....
Some of the readers of my blog know that I also moderate and manage a small number of communities. This week has culminated in me reluctantly removing some members from one group. This action, along with the run-up of events has caused me to reflect on the role, and how group...
What is the difference between community managers and sports referees? #cmgr

Friday, March 07, 2014

RapidBI Daily Business Cartoon #30

 
> "If you find it difficult to picture yourself as a success, just imagine everyone else as a failure."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #30

Thursday, March 06, 2014

HR needs to split operations & strategic activities – needing to live the company values

For years HR has been fighting to have a seat at the top table. It wants to be seen as more relevant and important to the business.
The simple reality is that HR is neither operational or strategic to many organisations, and the reason is simple….. a lack of customer care. Many of us have d...
HR needs to split operations & strategic activities – needing to live the company values

RapidBI Daily Business Cartoon #29

 
> "It"s important to live a balanced life: 8 hours for sleeping, 8 hours for working and 8 hours for working harder!"
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #29

Wednesday, March 05, 2014

RapidBI Daily Business Cartoon #28

 
> "Explain to me again why we need gluten-free ink in our printers."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #28

Tuesday, March 04, 2014

RapidBI Daily Business Cartoon #27

> "Are you under a lot of stress lately, or have you always had six separate heartbeats?"
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #27

Monday, March 03, 2014

RapidBI Daily Business Cartoon #26

 
> "What do we make where I work? We make excuses."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #26

Friday, February 28, 2014

RapidBI Daily Business Cartoon #25

 
> "Morale is worse than we thought.  A computer just signed up for our stress management workshop!"
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #25

Thursday, February 27, 2014

RapidBI Daily Business Cartoon #24

 
> If you keep your head in the clouds, your feet on the ground and keep reaching for the stars while you roll with the flow, eventually you"ll need to see a chiropractor."
This of course is just one version of what could have been going on. I would love to here what you think they ...
RapidBI Daily Business Cartoon #24

The value of #collaboration in networks - #sobiz #socialbiz

The options we had to collaborate in the past are just not available anymore, but as human beings we need the social interactions. As social beings, if the relationships are not easily accessible, we will recreate them.
In years gone by, teams were large and diverse. It was not unusual in the...
The value of #collaboration in networks - #sobiz #socialbiz

Wednesday, February 26, 2014

RapidBI Daily Business Cartoon #23

 "The government says we need to replace our corporate ladder with a ramp."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #23

Tuesday, February 25, 2014

RapidBI Daily Business Cartoon #22

 "No, Bob is not hearing impaired. Bob is listening impaired."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #22

Monday, February 24, 2014

RapidBI Daily Business Cartoon #21

 "I"m not disabled or differently-abled or specially-abled or exceptionally-abled. I"m an accountant in a wheelchair."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #21

Friday, February 21, 2014

RapidBI Daily Business Cartoon #20

 

 "ROTFLMAO - rolling on the floor liquidating my assets off."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #20

Thursday, February 20, 2014

RapidBI Daily Business Cartoon #19

 

 
"We are looking for someone who can fly with the eagles, swim with the sharks and run with the wolves"
"I can"t fly, swim or run, but an eagle can"t close a deal, a shark can"t charm a client and a wolf can"t inspire a sales team"
 
 
This of course is just one...
RapidBI Daily Business Cartoon #19

Wednesday, February 19, 2014

RapidBI Daily Business Cartoon #18

 2

 "I wear two hearing aids. One helps me hear what you say and the other helps me hear what you mean."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #18

Tuesday, February 18, 2014

RapidBI Daily Business Cartoon #17

 "Someone stole my identity, but I"m not worried. He"s probably better at being me than I was."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #17

How not to give feedback - the "Sh*t Sandwich" or Feedback Sandwich Technique

Why to we continually train people in ineffective tools and techniques - ones that were dis proven years ago...
How not to give feedback - the "Sh*t Sandwich" or Feedback Sandwich Technique

Monday, February 17, 2014

RapidBI Daily Business Cartoon #16

 "The computer says I need to upgrade my brain to be compatible with the new software."
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Business Cartoon #16

Saturday, February 15, 2014

SWOT analysis (TOWS matrix) Made Simple

SWOT analysis - There are many analysis tools used in supporting strategic planning in businesses, among them is the SWOT analysis. swot for management consulting Arguably one of the most commonly used and misused tools. This pages outlines what a SWOT analysis is and some options to use it effectively. This page contains samples, templates and worksheets to help you do a SWOT or TOWS analysis. The SWOT matrix is a valuable business planning tool
SWOT analysis (TOWS matrix) Made Simple

Friday, February 14, 2014

RapidBI Daily Cartoon #15

 

 Sometimes a computer just wants to feel appreciated. Pick up some roses and a card during your lunch break.
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #15

Thursday, February 13, 2014

RapidBI Daily Cartoon #14

 I"ve always been impatient. Sometimes I get nostalgic about things that haven"t happened yet.
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #14

Wednesday, February 12, 2014

RapidBI Daily Cartoon #13

 It"s a steamy novel about an accountant - Fifty Shades of Red.
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #13

Tuesday, February 11, 2014

RapidBI Daily Cartoon #12

 Due to the recent budget cuts, there is no room in our budget to implement the recent budget cuts.
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #12

Monday, February 10, 2014

RapidBI Daily Cartoon #11

 Don"t be concerned about the size of your cubicle. Someone will be along soon to make you feel small.
 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #11

Friday, February 07, 2014

RapidBI Daily Cartoon #10

I have a note from my doctor. I"m allergic to criticism!
 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #10

Thursday, February 06, 2014

RapidBI Daily Cartoon #9

We"re implementing new security standards in the office, so don"t forget to use the ecret-say ode-cay!
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #9

Wednesday, February 05, 2014

RapidBI Daily Cartoon #8

The Government passed a new flat tax today on crackers, computer screens, floor tiles, plywood, pancakes, cheese, roof shingles, cardboard, DVDs, windows, old tyres, stale beer and everything else that is flat.
This of course is just one version of what could have been going on. I would love...
RapidBI Daily Cartoon #8

Tuesday, February 04, 2014

RapidBI Daily Cartoon #7

 I"ll be at the dentist this afternoon. I"m having a problem with my biting scarcasm
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #7

Monday, February 03, 2014

The Role of Social Collaboration in Knowledge & Document Management #socialbiz

Social business is a real buzzword, but what does it mean, and will it impact your business or organization?
In organizations there is often confusion between terms such as Knowledge Management, Document Management, Social networking or communications (Lync, Yammer etc) and more recently Social ...
The Role of Social Collaboration in Knowledge & Document Management #socialbiz

Friday, January 31, 2014

RapidBI Daily Cartoon #5

 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #5

Thursday, January 30, 2014

RapidBI Daily Cartoon #4

 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #4

Wednesday, January 29, 2014

RapidBI Daily Cartoon #3

 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily Cartoon #3

Tuesday, January 28, 2014

RapidBI daily cartoon #2

I was in a good mood once, but I couldn"t find any practical use for it
 
 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI daily cartoon #2

Monday, January 27, 2014

RapidBI Daily cartoon #1

"I Don"t mind that our boss is so young, but I do object to mandatory testing"
 
 
This of course is just one version of what could have been going on. I would love to here what you think they were saying, add your one liner below!
RapidBI Daily cartoon #1

Monday, January 20, 2014

Breaking News... It"s Performance Review Time

In thousands of companies around the world its performance review and appraisal time again. That annual ritual where the objectives are often dig out deep from in a draw, the dust blown off, and the one-to-one meeting held to review recent history.
Strange…but true...
There is something s...
Breaking News... It"s Performance Review Time

Sunday, January 19, 2014

Friday, January 17, 2014

LinkedIn groups and your reputation or goto jail!

Linkedin jail iconhis week I came across this post, which neatly summarises some of the difficulties you can get into using LinkedIn. Did you know for example that making a “mistake” in one LinkedIn group can cost you your ability to post in ANY group?


Interestingly there are some site wide implications for actions, and its worth a read for anyone using LinkedIn groups. You are in the hands of group owners and moderators!


Pay particular attention to this part: 



SWAM’ed: You posted something somewhere in some group that someone didn’t like and now you are automatically in moderation-required mode for ALL 50 of your groups. (Yes, you read that correctly!)


SWAM stands for “Site Wide Auto Moderation” and it means that each post or comment in LinkedIn groups goes into the “sin bin” and must now be manually approved by the group owner before it is posted and visible. If ANY group owner “blocks & deletes” you or marks your posts as “requires moderation,” you will then automatically be SWAM’ed in ALL of your groups. This new policy is highly impactful for both group members as well as group owners who now have many more posts and comments to sift through and approve/move/delete. 


Source: here



Reduce your risk by:


  1. only join groups that really add value – leave groups you are not active in

  2. understand the rules and culture of the group 

  3. understand your unique purpose of each groups membership and ensure this is aligned to the group rules and culture

 Points to note


  1. read and follow the LinkedIn rules – no logos as photos, use your name, not company names, read and follow the individual group rules

  2. look at who moderates the group, if public make sure the group is not full of spam (self promotions) as all it needs are a few people saying your post is inappropriate.. and bang.. off to jail you go

Getting out of LinkedIn jail


If you have upset a LinkedIn group moderator by breaking the rules, or applied to an inappropriate group, you are in moderation for all groups. tha only solution is to manually write to each group owner and “beg” to be allowed to post un-moderated. The very busy groups may only check their email every week or two, and then may have so many messages, they ignore of delete them. So be patient. One group I am a member of I know the group owner only visits the group to manage moderated posts every 2-3 weeks!


Note to LinkedIn,


please consider the following:


  • do not SWAM on one “moderation” flag, but say 3

  • put up on group pages when the last visit by the owner was, and average frequency of visits, this will help people select the most engaged and managed groups

  • have a “like” for group moderation? management, that is shown on the group dashboard

  • let members know at least what group put them in moderation or blocked them

References for LinkedIn groups and your reputation or goto jail!


according to Social Media Today it seems that actually this has been around for a year now, but most users, and group owners are still unaware of it


 









LinkedIn groups and your reputation or goto jail!

Tuesday, January 14, 2014

How To Motivate People Without Just Chucking Money At Them - 4th Feb 2014

Times are hard and the economy is not out of the woods yet; you can’t expect people to be really motivated, can you?


Well, one of the reasons that you are a manager is because it is your job to motivate people; however the received wisdom is that pay is the overriding motivator and you may not be in a position to actually control that.


This interactive, one-hour webinar will share the findings of two major pieces of work that unlock real motivators that are within almost every manager and team leader’s control. 


Armed with these you can proactively use them every day to motivate your people, all of your people, to work that bit smarter.  They will even help you to motivate the odd, occasional doom monger you may have in your team, and prevent that person from dragging everyone else down into the doldrums.


Title:


How To Motivate People Without Just Chucking Money At Them


Description:


A bite-sized, live, interactive, small-group webinar


Date & Time:


12 Midday UK time, Tuesday 4th February 2014


Recurrence:


The first Tuesday of each month


Seminar Leader:


Rus Slater, international management author and leadership trainer


Rus.slater@sky.com


07812170391


What you will get from this event:


~ A selection of real things that YOU can do back at the coal-face to motivate your team to achive their goals.


~ An understanding of what to do if you have a “Grinch” in your team; how to manage that unfortunate souls so they have less negative impact on everyone else (including you)


Who should join the webinar:


~Anyone who has to motivate people, be they a work team, a group of volunteers or even friends and family.









How To Motivate People Without Just Chucking Money At Them - 4th Feb 2014

How To Motivate People Without Just Chucking Money At Them






How To Motivate People Without Just Chucking Money At Them

Admit1






Admit1

How to Manage Change Successfully

How to Manage Change Successfully


Change at work scares the Bejesus out of most people and causes more upset than just about any other issue.


All managers have to manage some sort of change at some stage in their normal working year.


When a manager is tasked to manage change there is a huge temptation to concentrate on the change itself, but it is actually seldom the detail in which the Devil hides……it is people’s perception of change and their fear of the consequences and their concern that they have no control that tends to cause unhappiness. 


This one-hour bite sized interactive course aims to give managers an insight into 5 areas that they can deliberately plan to reduce the fear factor of change at work.  It also gives them an insight into the 5 areas that many managers make a dreadful mess of, so that they can avoid these pitfalls.


Armed with these drivers and dangers a manager can increase the chances that his or her team will be able to more happily accept change, or even welcome it and start to initiate controlled change themselves.


Title:


How to Manage Change Successfully


Description:


A bite-sized, live, interactive, small-group webinar


Date & Time:


10am UK time, Tuesday 4th February 2014


Recurrence:


The first Tuesday of each month


Seminar Leader:


Rus Slater, international management author and leadership trainer


Rus.slater@sky.com


07812170391


What you will get from this event:


~ A clear understanding of the five most common no-nos that managers inflict on people in time of change and why they are so common so you can avoid inflicting them on your people.


~An action plan of things you can do day to day to create an environment where change can be a heck of a lot easier and you and your people.


Who should join the webinar:


~Any and every manager, whether they have change planned or not.









How to Manage Change Successfully

How to Manage Change Successfully






How to Manage Change Successfully

Friday, January 10, 2014

70:20:10 an effective learning strategy?

70-20-10-learning-modelIn recent years the 70:20:10 approach to workplace learning has become increasingly popular. But is it about more than just blending on and off the job training?


Common descriptions say that it is 70% on the job, 20% coaching and 10% from courses, but is that really the case? And is it a universal tool?


History of the model


The 70:20;10 model is usually credited with developing or popularizing this approach were Morgan McCall and his colleagues working at the Center for Creative Leadership (CCL). Two of McCall’s colleagues, Michael M. Lombardo and Robert W. Eichinger, published data from one CCL study in their 1996 book The Career Architect Development Planner.


It blends on-the-job, coaching and on-the-job experiences together.


  • About 70% of learning is by using challenging assignments and on-the-job experiences.

  • About 20% of learning is developed through relationships, networks, and feedback.

  • About 10% of the learning is delivered via formal training processes.

McCall, Lombardo and Eichinger’s survey of high-performing managers revealed that:


“Lessons learned by successful and effective managers are roughly:


  • 70% from tough jobs

  • 20% from people (mostly the boss)

  • 10% from courses and reading”

We can see that the 70% is not just about on-the-job training that many purport, but from tough or challenging jobs and projects. In addition the 10% is not just from courses, but knowledge from a range of sources, books, e-learning etc.


Turning a model into a strategy


70-20-10-learning-trainingThe implementation of this into a more generalised learning & development strategic approach is based on the work of Charles Jennings in 2002 when working for Reuters -


Since this time, many organizations looking for a justification to reduce the costs of training, and increase the importance of “manager as a coach”. This simplistic approach seemed like the ideal approach, most training (70%) is “doing the day job”, 20% is managers coaching peoples development, and just 10% of training on courses.


At one level this is a useful framework for organizations to follow, but if an organization is doing this to achieve the results of the original study into highly effective managers and leaders, then they are missing some of the key points that made the strategy successful


Applying the 70:20:10


Where this is done “in reverse”, we can apply this as good practice…


For example, identify a need, undertake some coaching by the line manager. Then attend a formal course or workshop (10%), followed by a blend of coaching and on-the-job experience to both apply learning on-the-job, and with coaching to help transfer the new skills


So if you are looking at using a course or other formal learning strategy, complement it with support and development back in the job


 









70:20:10 an effective learning strategy?

Tuesday, December 31, 2013

New Year Resolutions, into 2014 and beyond

New years resolutions, many of us make them, but do we keep to them? Are they realistic?


Recently i case across this cartoon on mashable, from DogHousediaries, and it reminded\ me that often we set New Year Resolutions based on “The Plan”, and not on the considered reality


 


Plans and reality from mashable


According to Forbes 40% of us will make a New Years Resolution, and of that only 8% of people that make a resolution, keep it.


 


Looking forwards, according to research by University of Scranton. Journal of Clinical Psychology, published dec 2013:


Rank Top 10 New Years resolutions for 2014


  1. Lose Weight

  2. Getting Organized

  3. Spend Less, Save More

  4. Enjoy Life to the Fullest

  5. Staying Fit and Healthy

  6. Learn Something Exciting

  7. Quit Smoking

  8. Help Others in Their Dreams

  9. Fall in Love

  10. Spend More Time with Family

Well these do not look like SMART Objectives, so is it any wonder that only 8% succeed?


 


Set Realistic Goals


Ensure your goal is sensible and achievable, set it too high and for many of us, we will just give up.


Define The Goals


What specifically you are going to do to make progress towards the stated goal?


Set a Schedule


Small “baby steps” or milestones, something to measure yourself against


Expect setbacks, so factor them in


Things will go wrong, like any “project” so build in steps to manage in these difficult times


Get Help or Support


Some people just cannot achieve goals on their own, “phone a friend” or have a buddy


And remember…


Not every New Year’s resolution was meant to be kept. Some are easier to keep than others. Sometimes it helps for a person to make a few fun resolutions you know are unrealistic and have no intentions of keeping :)


 


Good luck, success and happiness









New Year Resolutions, into 2014 and beyond

Monday, December 16, 2013

Leadership Competences - how effective are you?

leadership competence discussion appraisalLeadership and management competencies are often used by larger organizations to identify peoples strengths and development needs. Often these frameworks are expensive ands complex. One framework we have used in the past is this simple 55 item framework.


It is based on 3 key factors, Managing yourself, managing task, and managing others.  You can use this list to look at the statements, rate yourself out of 10, and consider developing any scores below 6, and any which you believe are critical for your current or next role.


 


Managing yourself 


  • Responsibility – taking responsibility This begins with recognizing and accepting their part in the proceedings – what is their contribution? People can only take responsibility (it cannot be given to you without your acceptance). Taking responsibility means taking personal charge of your part in making things happen.

  • Assertiveness – Being assertive The managers assert themselves – but not at the expense of others. In other words they use the strength of their position and arguments, not to force other people round to a certain way of thinking, but by laying their cards on the table whilst listening with equal respect to what the other party has to say, accepting that they have an equal right to state their case. From this position of mutual respect and clarity of views a workable compromise and agreement can be reached.

  • Pressure – Able to deal with pressure Maintaining a stable performance under the day-to-day pressures which most management tasks involve can be difficult and demanding. Sometimes the pressure gets to people and they suffer from stress. Often this is unavoidable, so ways have to be found to deal with or manage the stress to keep it within the limits of personal tolerance. If one can manage oneself when under stress so much the better. This involves maintaining equilibrium, showing a calm approach, keeping one’s head, and keeping on course.

  • Impact – making a personal impact What is meant here is making an impact by demonstration, clarity and surety of purpose. The manager is clear and visible to others. They make their presence felt by being purposeful. They show a willingness to express, share and stand by their own ideas, opinions, thoughts and feelings about the issues involved. The skills of successful intervening explored.

  • Dealing with uncertainty - It is impossible to be certain about the future. People have to live with the fact that there are times when they have to make judgments about what is going on or what is about to happen. Many things seem to point in many directions at once. Dealing with uncertainty does not mean that you give in or fall asleep. The manager remains alert and observant to see which way the wind blows.

  • Being flexible - There are times when managers need to be firm – but there are other times when they need to move their position, perhaps discarding the ideas and plans first thought of to meet new circumstances. This calls for the ability to be open and to be influenced, to have a change of mind if appropriate.

  • Integrity - Setting personal standards  Personal standards are concerned with the way in which you carry out your job and conduct yourself. The issues concern personal integrity – moral choices about what is acceptable and what is not, the ethical basis of the work carried out. In short, what the manager does and how it is done.

  • Showing enthusiasm - When plans are formulated and initiatives outlined the manager expresses confidence and optimism about their successful implementation, e.g. ‘they are going to happen’, ‘it will work’. This enthusiasm is seen to be well founded, not just a pious hope or speculation. The manager is fully committed to the course of action which is outlined as part of the plan, e.g. ‘I will make it happen’.

  • Being objective - Being objective is the ability to step back from situations and to see them from the outside, without being colored by your own views or emotions. People tend to get very caught up in situations, especially when they have a strong opinion or a vested interest. Stepping back to look on as a great help – the manager may then see things differently and possibly much more accurately.

  • Showing resilience  - Resilience is best described as bending with the wind – not breaking in a storm. This requires a certain amount of subtlety and ‘give’ in approach – so that the manager can return to a previous position once the storm has passed. A totally rigid or insensitive approach may result in snapping or breaking.

  • Being self-aware -  Very few people really know themselves as well as they might –Everyone is many-sided. Everyone has some weaknesses – but strengths as well. An awareness of the manager’s ‘total self’ is important – is the manager’s picture of him/ herself balanced, and of a ‘whole’ person?

  • Authentic - Valuing yourself  Modesty often prevents people from seeing their total worth. If you do not recognize your worth or value then it will be difficult for you to make your optimum contribution – to add value to the situations and challenges you face. So can the manager overcome modesty and recognize his/ her true worth?

  • Being an active learner - Being an active learner can involve a number of things – but it really means having a learning attitude – to self, to work and to life. This requires taking responsibility for one’s own learning, making sure you maximize any opportunities there are around to learn. Often the experience people have pass them by without them extracting all the possibilities to learn. You can learn something from most things that happen to you – as long as you continue to ask the question, ‘What have I learned from this?’

  • Developing yourself  - You will not make the best of any opportunities there are around for developing yourself unless you take your own development seriously. Your own development is your concern, and the support and help you get from others will be, to some extent, dependent on your own attitude to it. If you have an open, determined and positive approach the opportunities will come.

  • Exercising self-discipline - Discipline is far more effective when it comes from within. If you decide what you want to do and stick to it, you are clearly in control of yourself and this becomes obvious to other people. When you make a promise to yourself you should keep it; the last person you should let down is not your boss, but yourself.

Managing others 


  • Relationships – Working effectively in groups and teams Research has shown that the most successful and effective organizations of today are those which use groups and teams as the main basis of the ope, practice. The manager has, therefore an essential role in encouraging and facilitating team-working or ‘teaming’ as it is sometimes called.

  • Adapting - In view of the fact that circumstances often change whilst a plan is being implemented, objectives should not be set in concrete. Modifications along the way can be allowed for and built into the process. In this way objectives are kept realistic and appropriate.

  • People Skills – Developing other people  Assessing and developing the abilities of other people at work is considered by many to be the key competence of managers today. The manager can use their own best efforts to do this – but use can also be made of more extensive networks and contacts within the working environment, with the aim of encouraging and stimulating everyone to make best use of their abilities and capacities.

  • Influencing  To induce others to do something by argument, advice and persuasion is another key competence for managers in getting thing done through people. Many tactics and approaches need to be used; different people are influenced by different arguments.

  • Displaying care and attention -  People often promise care and attention to colleagues and indeed give it when specifically requested. However, it is important to make this visible – to show that you care, that you are giving attention all the time, not just when somebody is in difficulty.

  • Being easy with people – putting people at ease This involves being relaxed and open to people – so that they in turn feel relaxed and are able to discuss things (sometimes delicate and difficult things) openly and honestly. To do this requires building up a rapport with others, quickly and seemingly without too much effort, i.e. not forced or false. Getting on to the same wavelength as others means you must tune-in to their situation.

  • Improvement – Valuing continuous improvement Actively seeking to do things better is a key feature of a total quality approach to effective work. This attitude can be encouraged by the manager – and various ways and means to ensure this policy is applied in practical terms can be provided. This often means involving those most immediately concerned with the work in actively looking for opportunities to improve, and encouraging them to bring forward their ideas and put them into practice, using changes and alternatives to working methods as opportunities to working methods as opportunities to improve.

  • Showing sensitivity to others - Picking up signals from others about how they are and what is happening to them can be difficult under the normal pressures of the working environment. People can make it easier or more difficult for us to pick up these messages. A basic requirement for this competence is for the person concerned to either want or need to know. Unless you observe and closely monitor what is happening for other people you will not be able to help and support them – which is an essential part of the manager’s job.

  • Empathizing  - This is ability to stand in other people’s shoes – to see things from their point of view, to understand how they are feeling, to tolerate and accept them (particularly if their position is different from your own). You will often need to help others to express themselves to enable you to be empathetic – so you will need to demonstrate patience and acceptance to encourage them to so do.

  • Being responsive to others -  When other people express their needs and requirements they expect a response from you as a manager. Before taking any action you may need to check with them what is called for. The response should be quick and to the point.

  • Listening and questioning  - Listening to other is an important way of showing that you are really interested and value what others have to say. Being a good listener is a key skill – especially for managers. It is an essential and useful tool to use for effective working together. Listening and questioning go hand in hand – one reinforces the possibilities for other.

  • Handling conflicts -  Tensions, friction, misunderstanding and difficulties can arise at work. Handling these conflicts at an early stage can often prevent things from getting out of hand. The manager’s ability to nip things in the bud can be an important skill in ensuring difficult situations don’t get any worse. When conflicting views and positions arise the manager is often in a good position to step in and help the parties to discuss and resolve issues openly.

  • Valuing others  - Everybody involved in a working environment has a potential contribution to make to the effectiveness of the operation. To bring the best out of them the manager needs to help them to recognize their own self-worth – and value what they can do.

  • Challenging and confronting  -Sometimes the most helpful and supportive action the manager can take is to challenge and confront. Without this capacity in the manager’s repertoire things can get too cozy or complacent. Provided the motives for challenging and confronting are helpful, then these behaviours can be most valuable in enabling people and situations to become unstuck and to be open about difficulties which need to be faced.

  • Being supportive - A more usual way of being helpful is to be supportive. Again this is often a combination of an attitude and the use of a set of skilled behaviours. Sometimes support is formalized and structured – but more often it is available when people really need it – and it is for them to decide. The manager who wishes to be seen as supportive needs to make time available to support others.

  • Motivating – The essential element in this process is to obtain commitment and motivation by involving and working together with others. Going out and actively building co-operative relationship with others (i.e. situations where everybody wins) goes a long way to ensuring that others are sufficiently motivated and committed. The manager should make it clear what kind and degree of commitment is needed. It may also be necessary to point out clearly and precisely how this commitment can be of help – and where.

  • Networking  – Networks (informal or semi-formal connections between people) are another essential means by which the best organization of today manager their operation. They can be designed and built to serve a variety of different purposes – especially for taking initiatives and collecting and disseminating information.

Managing the task 


  • Resourceful -  Being resourceful requires the ability not only to find resources when they are needed, but also using resources sparingly and appropriately. To run a ‘resource-lean operation’ is to be waste conscious, re-cycling materials where possible and effectively managing your ‘people’ resources – including yourself.

  • Attention to detail – Concentrate, on the task in hand  This involves what Tom Peters calls ‘sticking to the knitting’, i.e. paying close attention to the job in hand when this is required. Attention to detail, being concentrated and alert, using observation skills and means of recording what is going on are ways in which this competence can be shown.

  • Proactivity - Rather than being the victim of circumstances the manager needs to take proactive control of situation and events. This requires you to try and influence events rather than passively accepting things. Others can also be encouraged to accept their responsibilities, pinning them down to their part in a course of action.

  • Implementing - Many plans are made and agreements reached which fall down in their application because not enough attention has been paid to how they will be implemented. Before plans are put into action the manager needs to actively seek to identify (with others) any problems and constraints, then examine the implications and consequences.

  • Decisiveness - There are situations when it is appropriate to be quite firm in sticking to a course of action which has been decided (despite disagreement from others). To be decisive the manager needs to make decisions which are timely – for example, taking decisions in time for appropriate action to be carried out.

  • Being strategic - Being able to differentiate key issues from irrelevant ones and secondary factors, to see what is important and what is not so essential, is a key management competence. Strategic thinking then involves being able to establish significant relationship between different elements, enabling you to deploy resources and efforts to best effect.

  • Innovation – Being creative In a work setting, this competence requires being able to look for opening and possibilities where none seem to exist. Looking for alternatives and being creative in gene, possible solutions often releases new energies and commitment, particularly in situations which have become fixed, over-rigid or stuck.

  • Envisioning - As well as setting immediate targets, people also need to have a longer-term view – an indication of an overall goal towards which their efforts are directed, around which their contribution can be focused. This involves building up a living picture of the future – one which can then be shared with others, easily communicated and explained.

  • Showing concern for excellence/ quality People at work have an in-built desire to do their best and to be associated with a quality job, product or service. In order to achieve these high standards of outcome, performance and processes have to reflect these standards. Excellence and quality should run as a thread through everything that is done. Concern for quality has to be all-embracing and ever-present. It is the attitude of ‘good enough is not good enough’.

  • Setting goals, objectives, targets - People often work best when they have a precise and clear description of what is required i.e. when they can picture the goals, objectives and targets they are required to attain. The results required – and what the outcomes of people’s best efforts will look like – need to be a constant factor in the manager’s message to them.

  • Measuring performance - This means performance in terms of processes (i.e. how things are done, how operations are to be carried out) as well as results and outcomes. Measurement of performance provides the yardsticks by which everyone can assess how well they are doing. It is the task of a manager to help provide appropriate means of measuring performance both qualitatively and quantitatively.

  • Managing changes -  Everyone tends to be somewhat ambivalent to changes as these may herald opportunities to make things better, but may also be seen as a threat to existing (comfortable) ways of doing things. Overcoming in-built resistance to change may be necessary if the manager is to get changes fully accepted. By making a reasoned case and listening carefully to objections and difficulties (recognizing others legitimate interests and needs) the manager will be able to work though some of these resistances.

  • Monitoring - Once a plan of action is underway it is very tempting to move on to the next task and leave things to chance and hope for the best. Monitoring techniques can be established to ensure that any problems, difficulties or changing circumstances can be taken into Consideration. These monitoring aspects are best introduced as part of a scheduled procedure (i.e. at particular times and control points). People can be encouraged to take part in this process – using their own self-monitoring skills and techniques.

  • Handling complexity  -Many work situations are extremely complex and involve much detail and a large number of variables. Somehow, this complexity has to be handled – but not by over-simplifying or ignoring important elements, nor by giving in and being overwhelmed.

  • Collecting and organizing information - Personal effectiveness relies on information that is collected and assembled from a wide variety of sources, and it involves the free exchange of views and data. This requires making the best use of existing sources, checking the validity and reliability of information obtained. The information then needs to be assembled, organized and presented in its most acceptable and understandable from.

  • Thinking conceptually -  Concept and ideas presented as models can have a powerful and persuasive impact. Extracting the essentials from a mass of information to from patterns and meaning is an important skill in your managerial kitbag. It is also useful to be able to from overviews or concepts from restricted or incomplete data – especially those grounded in experience and practice.

  • Problem focusing - Identifying existing or potential problems is important. Exploring and analyzing problems should be carried out before moving on to solutions. This process can involve others in building up a more complete and composite picture. Problem situations can be probed and tested before conclusions are reached.

  • Thinking logically, analytically  - Using logical and systematic approaches to work problems often enables a clearer and more accurate picture to emerge. This picture can then be analyzed and assessed – particularly with a view to distinguishing causes from effects. If a number of people are involved, a logical, analytical approach will help them to work more effectively as a group, lending to better results.

  • Making judgments  - There may be a number of possible courses of action which can be taken in facing any decision. Each option needs to be carefully weighed up (evaluating implications and benefits). Before a final judgment and choice is made, criteria need to be generated against which a variety of solutions can be tested or evaluated.

  • Prioritizing - In very few working situations can people simultaneously carry out all the tasks which need immediate attention. Time and resource constraints will impinge on decisions about which tasks to carry out first, but you may still need to maintain a balance between achieving a number of different objectives. This task is made much easier if you have some sense of the priorities involved – i.e. what is most important and why.

  • Using time -  Time is an essential factor to consider in managing any tasks. Time is always a scarce resource – but like any other resource it can be used effectively or wasted. Time should be used well and any abuses, or opportunities for neglecting to pay attention to time, reduced.

  • Being consistent-   Taking decisions which are consistent is essential if the manager’s credibility is to be established and maintained. Being consistent means that decisions are taken in line with decisions previously made, with priorities earlier agreed.

Over the next few months, we will be publishing actions plans to help develop your skills in these areas.


 


If you have hints and tips about improving your abilities in any of these Leadership Competence areas, please share in the comments area, thanks.









Leadership Competences - how effective are you?

Thursday, December 12, 2013

Credibility of a facilitator or trainer #leadership #trainingtip

facilitate workshop presentationOne often cited phrase in train the trainer materials is the phrase “Establish credibility of facilitator”. What does this mean? At one level it asks the facilitator or trainer to “showcase” why they should be there, their credentials, experience etc. At another it is a justification or excuse as to “why you should listen to me”.


Sure we need to trust and believe the person at the front, but is that for us to establish credibility, or is that for the participants to do?


This reminds me of the time I was asked to introduce a speaker at an event. I was given a bio, a history, a list of their qualifications, attainments etc. This of course was the normal way of doing things. Much of this of course is to massage the ego of the speaker and to say to the audience, “you must listen to this person, look at what they have done, look how good they are… are you this good? This is why you must listen to them”


It is interesting, for in leadership, we expect the leader to “walk the talk”, then we follow. For presenters, speakers trainers and facilitators we throw away this approach, and say “here is a great person.. now listen”.


Less is more


The more we have to say to establish the credibility, perhaps the less credible the individual actually is. A good example of this are people like Nelson Mandela, we do not need to say they are a Nobel Peace prize winner, or Past president of a nation under change. But of course establishing credibility is important for some.


Imaging you are to introduce some great speakers, to establish credibility. Now imagine you are you introduce Father Christmas… “Ladies and gentlemen here he is Father Christmas”… simple..


What about God. All you would say as an intro is “Ladies & gentlemen, welcome to the stage… God”…


Let the facilitator, trainer or speaker build their own credibility, by the way they do, or do not conduct themselves, credibility should be built through competence… not introductions and history!


 









Credibility of a facilitator or trainer #leadership #trainingtip

Monday, December 09, 2013

Bell Curve for Performance Management - effective tool or poor #leadership let out?

bell-curve-performance-management


What is a “Bell Curve”?


A bell curve is the shape of a statistical set of data that results in the shape resembling a “bell”, sometimes known as a “normal distribution” curve. It is a way of displaying data to understand strengths & weaknesses in terms of frequency.  It is used in many situations, not just performance management.


How does Bell Curve performance management work?


If you have 10 people in a team, you rank people compared to others in the team on a set of common objectives or KPIs as part of the performance management process. This data is plotted on a chart with score on one axis and numbers on the other


The logic is, as per the bell-curve rule, you have to classify certain number of employees forcefully under predefined rules.


This is forced distribution.


The (forced ranking) process ignores potential. Most often this process is used in the run-up to change or transition (especially when job losses or downsizing is expected, few companies use it as a stainable management approach


 


Jack Welch whilst at GE introduced a similar performance management process where the bottom 10% were sacked each year. Many other firms emulate this approach, without developing a supportive and developmental culture alongside.


The Bell Curve, published in 1994, was written by Richard Herrnstein and Charles Murray as a work designed to explain, using empirical statistical analysis, the variations in intelligence in American society many believe the “bell curve approach to performance management was derived from this work. (Welch was earlier)


Risks of “Bell Curve Management”


There is a natural assumption in using this model of performance management and forced ranking, which is that you have employed “sub standard” people. That if you like manager have failed to recruit and develop their own people. For the system says that for every “above average” employee you have, you have an underperforming employee. Of course this may be true, but in forced distribution systems there is no accounting for good and effective management.


Reward weak managers, punish effective leaders


Another side effect of these bell curve performance management systems, is that it gives the ineffective and lazy manager a tool with which to “beat” people with. The tool says there must be a poor performer “…and you are that person”, whereas the effective leader, manages, coaches and support the entire team well. Develops or removes poor performers, means that the effective leader needs to mark one or more of their team as “underperforming”


Not statistically valid


While in theory the “bell curve” is a scientifically valid approach, there is one “fact” that gets over looked by many proponents of this approach…. Numbers..


For any statistic to be valid, there needs to be a minimum set of data. The bigger the data the better, however for surveys etc it is often accepted that a base of less than 100 is meaningless. So….


If you are asked to rate your 10 people on a scale of 1-5 (where 3 is average, 1&2 underperforming) you will have:


1 – 1 person


2 – 2 people


3 – 5 people


4 – 2 people


5 – 1 person


Now of course this is replicated across all departments or teams. So what if you have a low performing team of manager A, and a high performing team of manager B? Both have 1 high performer, and 1 low performer. What if the high performer from manager A’s team was no better than average from manage B’s team? Why should manager B and their team member who is the lowest in that team be punished?


Employee Engagement


One of the goals of many organizations is employee engagement. How can an employee that has been rated as “poor” but knows they have been delivering above average in the company feel engaged?


If you want to engage with employees, use engagement based strategies, if you want transition, then use transition based strategies, but do not expect to win at both!


 


As a discussion tool or in transition or significant change, I believe this is a great approach, but for reward or dismissal, I believe it is a flawed approach that should never be used.









Bell Curve for Performance Management - effective tool or poor #leadership let out?

Thursday, December 05, 2013

Aligning HR to the Organization

HR organisation


We have a perception problem in HR the world over. We are often seen as the function internally that is used to “outsource” the hiring and firing of people from the operations side of the business. Some would say doing the dirty work of managers.


Human Resources is supposed to add value to an organization. Sure undertaking tasks that one manager may not do very often can help improve consistency, but it’s about much more than that.


If a manager hires their own people, they have a vested interest in their development and performance. If that activity is “outsourced” from their responsibility it is easy for them to blame a bad hire on HR, and not want to take appropriate action.


If HR wants to be professional, and organizations desire to really value HR then we need to do things differently.


Set the scene and the standards


One area where HR can really deliver is to understand the EXTERNAL market. What people and skills are available, what skills are in short supply. What is the real market place value for certain skills our organization needs. Are those skills considered “talent” for the organization?


Often HR get wrapped up in internal policies and procedure design and implementation– we are often seen as the organizational police. This is not helpful to anyone.


We need to move away from a doing role, to an advisory role. Of course there will be certain administrative activities that it is sensible to centralize in HR, but we are not, and should not be a central administration function. We must not be seen as a cost to an organization, but a value added service.


Understand the language


Look back at your last monthly reports to senior managers. You do publish these don’t you? What is the content? Is it just numbers of people in and out of employment, sickness, attendance on training courses etc?


What about the contribution we make to reducing costs? The level of service we offer for a particular value? The increase in productivity?


Unless we speak the language of finance, marketing and operations, then we as HR will remain an administration function, often seen as a low value function.


Many business people and managers say “people are our greatest asset” – ok so it’s up to us to show that to be the case.


Show them the money


The biggest challenge we have is clearly showing our abilities in this area. So often need to start small. Change in this arena is often slow. This is actually the best way. In many situations we need to show that we do have this type of competence.


Last year for example I was leading a session on Public Private Partnerships for a government ministry in Abuja, Nigeria. In the group were just under 40 people ranging from senior engineers, HR, administrators and of course organization leaders. One of the challenges they faced was the shift from contract – and the “letter” of the contract, to the real development of trust and partnerships across the partners. There was a real opportunity for HR to take the lead, but they could not step out of their administration mindset. The seminar itself was a success, as the opportunity of having to do things differently was exposed.


The neat thing with change is that once you know something it’s impossible to forget it. Sure action may not be taken at the speed people expect, but change will happen. Indeed over the 5 days I saw a real shift in many of their thoughts and attitudes to partnership working.


The HR challenge


The real challenge is for us to start thinking differently. We can start to educate managers and leaders that we can and do understand business and that we can make an active contribution. This we can only do slowly, and alongside our traditional roles. To attempt to stop what we are known for suddenly will just undermine us.


Learn the jargon. Talk the language of your managers. Given them information they can use that adds to achieving THEIR goals.


 


http://rapidbi.com/aligning-hr-to-the-organization









Aligning HR to the Organization

Tuesday, December 03, 2013

Blogging for Leaders

Blogging for leadersRecently I have been involved in a number of discussions about blogging in the context of leaders and managers, and what it is and is not. This got me thinking on how many people should be blogging (internally or externally) but are not.


I will start by saying that there are as many forms of blogs are there are bloggers (people that write blogs)… so there is no right or wrong. What is important is for each writer to be authentic and honest to themselves and their readers. Write from the heart.


It is this variety that often acts as a barrier for people starting to blog.


Blogging for Leaders


Increasingly leaders are being asked to blog, internally and externally, but what is it and why?


Some definitions to help us start to explore this topic:


blog defined:



noun: a personal website or web page on which an individual records opinions, links to other sites, etc. on a regular basis.


verb: add new material to or regularly update a blog.



 


Wikipedia:



…is a discussion or informational site published on the World Wide Web and consisting of discrete entries (“posts”) typically displayed in reverse chronological order (the most recent post appears first). Until 2009 blogs were usually the work of a single individual, occasionally of a small group, and often covered a single subject.



 


WordPress:



Blog” is an abbreviated version of “weblog,” which is a term used to describe web sites that maintain an ongoing chronicle of information. A blog features diary-type commentary and links to articles on other Web sites, usually presented as a list of entries in reverse chronological order. Blogs range from the personal to the political, and can focus on one narrow subject or a whole range of subjects. Many blogs focus on a particular topic, such as web design, home staging, sports, or mobile technology. Some are more eclectic, presenting links to all types of other sites. And others are more like personal journals, presenting the author’s daily life and thoughts.



Internal or external


It is interesting that the consistent factors in these definitions include:


  • Based on the web In reverse chronological order

  • Each entry is discrete and standalone

Publication… Communication?


So if blogging is personal publications, that are “public”, what might it mean to a manager or leader internally?  How is it different from other communication channels available to us?


Let’s start with the latter, blogging is different, in that it is usually personally written, is a personal view and not a replacement for other in-company communications. It [blogging] is supposed to add to the communications and clarity to people in the business. Blogs are usually personal views and messages, they are not (usually) intended to be articles or newsletters in themselves.


Readers opt to read… or not to read what we write, that is a significant difference that many writers overlook!


Of course if the blog is public to non-employees then that will change what can and cannot be said, but still the blog needs to be authentic, and not “PR” spin.


Regular


Blogs are supposed to be regular. This for many managers and leads means short. 2-400 words. The more regularly that you blog, the easier it gets. It’s like a habit.


Find a style that is easy for you, that may mean:


  • writing like you talk

  • doing a short video blog (increasingly popular)

The key thing is be yourself, be authentic, do it regularly, and you will improve with time.


The Critic


Remember much like many of us hate hearing our voice on a voice mail, or seeing ourselves in a photo or video, many of us do not like our writing, the reality is of course this is who we are, and others accept it… we are our greatest critic.


Often the barrier to successful blogging (and other tasks) is not other people but the internal critic…


 


What will you next blog about… and when? 


Blogging for Leaders









Blogging for Leaders

Crowdsourcing, risk and new rules

CrowdsourcingIf anyone has seen the news over the last 12 months, there has been a raise in a new phenomenon – crowd sourcing. This is where the power of the crowd is used to help fund projects, that often conventional funding would not support, or for people without the connections to conventional funding.


 


Definition of CROWDSOURCING


: the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community rather than from traditional employees or suppliers – Source http://www.merriam-webster.com/dictionary/crowdsourcing


The types of projects that have been funded under this approach are diverse, from school children raising funds for a science project in a local town, through to theatre productions, music recordings, comics, book publishing, new software and of course the latest gadgets and technology.


There are dozens of sites which support this approach and allow individuals to connect with others. Unlike conventional capital fundraising, this does not result in shareholding, but often just the qdos of having been involved, through to money back plus interest or early versions of products being produced.


The reason for people supporting a project are as diverse as the projects themselves.


The key lesion here folks is simple – these sites are not shops – and with lead times of many months, any security you are used to with your credit-card are gone.


NEVER PACK A PROJECT UNLESS YOU ARE PREPARED TO LOSE ALL THAT INVESTMENT


It’s a risk


You need to do some basic due diligence on the person asking for the money, and make a judgement call – if it seems too good to be true.. It is too good to be true.


My experience


Over the last 6-8 months I have experimented with this backing a small number of projects. The biggest one some $1500 has recently taught me a valuable lesson – neither the site which promotes the project, your credit card company or project owner is under ANY liability – its like the wild west.


 


From my experience here are some things I would like to see many of the crowdsourcing sites offer


These could be optional that a project owner “buys into” or not – the more they buy into, the more we can trust the project



  1. Offer an escrow service for the money deposited




  2. Offer milestone payments based on the project hitting deadlines, rather than all money given at the start – this gives backers the option of pulling out if targets are not reached




  3. Require all projects to post updates at least weekly – poor communication fuels frustration




  4. Project failure insurance – offering 20,50,75 or 100% returns of investments




  5. “champions” other independent people who put their name & reputation supporting the project – people that know the project team personally (reputation protection)




  6. Show netrep of ALL involved on the project – twitter stats, facebook KRED, KLOUT, ebay score etc – help participants by putting some key information front & centre, help people to do their diligence.




  7. List professionals advisers – accountants, solicitors, business advisers/ mentors etc..



All of these things will cost the websites that facilitate these (and take a percentage of your money, next to nothing, they can be factored into the cost of the project


Examples of good practice


Whilst no project that I know of is adopting all of these, a couple of projects worth highlighting that are providing excellent communications are:


Memoto


Eventorbot


Both doing different things, but doing them well – Unfortunately for one of my investments I chose a competitor to one of these – and sadly communication and poor project management turned the project sour for many involved.


Is crowdsourcing the future?


Yes, I believe it is. Until very recently, the majority of firms were larger organizations. Now the average firm is small, with many firms growing not in the conventional way of increasing employees, but by outsourcing and subcontracting. People are offering the skills that have to other small firms. They are building portfolios of sets of skills, rather than portfolios of clients. For example one training consultant I know is now also using her expertise to build websites. But the people she is currently doing this for are people in her network. People that trust her, rather than trust her marketing material.


Challenge to the industry – adopt some of these ideas to help protect investors. Encourage “good business” rather than taint the concept


  


Some sites to explore:


www.kickstarter.com


http://wefund.com/


 


 


These crowdsourcing sites are listed for convenience – we do not recommend any in particular and suggest before you invest you know that you can afford to lose all your money, and do all the due diligence you can.


If you cannot afford to lose it – do not invest… simples









Crowdsourcing, risk and new rules