“RICHEST MAP” – MOTIVATIONAL DRIVERS OF THOUGHTS, EMOTIONS AND BEHAVIOURS Recognition, being energised by external Recognition from others. Wanting Status, Influence, or Power. Wanting to Lead, to “box at the right level”, or to have “Intellectual Belonging.” Often a key driver, fuelling hard work and striving. Intimacy, Psychological and ...
Read MoreTwenty Tips to get Email under control
Email is a fantastic communication tool, but we have not yet learnt to use it properly. Here are twenty practical steps for taming email and bringing it back under control.
Read MoreSenior Leaders are less self-aware than their staff
The most important graph you’ve never seen… Use a great video if you want people’s attention, they tell me, and whatever you do, don’t show data or graphs. Use a kitten if you can, that’ll help. Yes, but this is one graph you really want to get your head ...
Read MoreWheel of Anything
Wheel of Anything. Wheel of Anything If you use a Wheel of Anything to think things through either for yourself or with a coachee, then please find attached a spreadsheet with different wheels drawn out for you. I hope this is helpful! Also known as the Wheel of Life, the ...
Read MoreThe Seven Pillars of Talent Management
In the long run, there is simply nothing more important to the success of your organisation that the quality and motivation of your staff. Most companies recognise this and trot out the phrase “Staff are our most important asset”, but just saying it, doesn’t count for much. The Best companies give Talent Management top priority from the board right down throughout the entire organisation.
Read MoreThe Key Steps to Managing Internal Coaching
There are a few key reasons why Internal Coaching tends to break down Good intentions simply get overtaken by the day to day busy-ness most of us face these days Coaching skills drain away over time without proper use and practice It can be difficult to be coached by someone internal to your organisation, opening up to someone who may well know the situation or the individuals concerned. As an internal Coach it is very hard to distance yourself from the problem and be impartial…
Read MoreHow to Attract Talent.
“Do you really need a new person?” This question is deceptively simple. Firstly, it requires a calculation of what the marginal benefit (profitability) of a new person could and should be. In order to do this, we need to look at the existing team / operation as a whole and question how it all fits together. For larger units, it might be unrealistic to think this through with every piece of recruitment, but in today’s service driven economy, most teams are relatively small and if it has been more than six months since last doing so, then it is worth doing again.
Read MoreThe Ten Key Steps to Successful Outplacement
If a candidate is talking as though they were still working for their old employer then they are unlikely to be offered a job. If they show any bitterness towards their previous employer, then they are effectively unemployable until we change this mindset.
Read MoreA brief introduction to Body Language
Your posture may show how you will approach a situation. For example, if you stand with your shoulders hanging, arms folded, and leaning to one side, it will look as if you aren't ready for or interested in the task in question. Should you stand with strong shoulders, head up, and arms out by the side and closed fists, you will look as if you are ready for anything no matter how much stress is involved.
Read MoreEffective Performance Reviews and Appraisals
So let’s go back to basics. This might strike you as odd, but in my view the primary objective of a Review is not to appraise but to improve motivation. I’m talking about creating the kind of environment where someone genuinely wants to engage more with the business. In order to do this, we need to cover three main questions:
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