How much significance do you give to the recruitment and training of your receptionist? Of course, you pay great attention to the appointment of your professional service staff. Their importance to the organisation is obvious because they are providing the service to your clients and customers that will determine whether you gain their business and more importantly maintain it. However your receptionist is the face of your organisation, your director of first impressions. That person is the first person your clients and customers speak to or meet when they make contact with your organisation. The way she or he speaks and acts, dresses, is groomed, will either enhance their impressions of your organisation or have them not wanting to come back and looking for an alternative.Read More
How many of you who are not able to afford to buy a house today wish you had saved more money along the way? How many of you wished you’d known how to save money? You might be on the back foot at the moment, but you can make the decision not to let…Read More
Make it a priority to focus on strengths with all the people you interact with.
Acknowledge their strengths. Draw their attention to them.
Challenge them to use their strengths to achieve their goals, to be successful.
Follow them up next week, and next month. Continue to encourage and support them.
It’s their strengths that help them to manage, overcome or counterbalance their weaknesses, what challenges them.
If the focus is always on their inadequacies, what is wrong with them, what they need to change and improve, many give up. They do not know how to do it. They do not recognise they have the resources within – strengths – to do it. So focus on strengths, not weaknesses.
Be the catalyst to help them recognise their untapped talents and potential.
Be the person to change their life.
When I finished, many moons ago, what was then called matriculation, I went on to train as a primary school teacher. We were trained back then using an apprenticeship model. We had lectures and tutorials for half the day and we spent the other half day in a school. In our second and final year we had a long term placement in a school for some weeks at a time. It was very practical and experientially based and many professionals were trained that way at that time.
Many lamented the loss of that model when professional training was moved into a strongly academic model in universities with much more limited access to practical work.
There is, however, a strong belief by many that learning on the job is the best way to learn and there are indications that some organisations are making commitments to do just that.
This week I read of an interesting initiative by leading global recruitment group, Adecco, who had just selected 22 year old Roy Hanna to be their 2017 Australian Apprentice CEO for One Month.
How often have you waited for the time to be right and in retrospect missed out on a great opportunity?
How many years have you actually been waiting for the time to be right to do what you really want to do, knowing it will change your life, that action changes things?
As Napoleon Hill has said: Don’t wait! The time will never be right.
You want to go back to do your MBA but you wonder if you should wait until the children are older.
You’re a professional woman who wants to start a family and you wonder if you should do it now you are 29 years old or wait another 6 or 7 years until your career is more established.
You want to leave corporate life and start your own business but you wonder whether the economy will support you at this time.
You’ve been heading your department now for 12 months and believe you need to restructure if you are going to achieve the goals you have set, but you are concerned whether this is the right time
You want to talk with your CEO about your future in the organisation and what she can offer you for your career development. You’ve been delaying doing it for 6 months now, waiting for the right time.
You’ve been thinking and pondering for some time now, but you keep your foot on the brake.
How do you decide the right time?
Your first responsibility as a leader is to lead yourself. If you cannot do that, you have no right to expect to lead others. This is the commitment every leader needs to make. This is the foundation of self-leadership. Your second responsibility is to lead your people, to help them become highly successful professionals. It all begins with leaders themselves modelling the behaviour, attitudes and mindsets they want their people to embody so it all begins with a commitment by leaders to developing and enhancing self-leadership skills.Read More
Time management is the bane of our lives. We constantly complain that we never have enough of it. We don’t have time to do what we need to do, let alone what we want to do. Not having it is our excuse for everything. Ironically, even if we had another few hours in the day, it wouldn’t alter a thing because we would fill that up also and still not have any time.
Yet, if we don’t manage our time well, it has major repercussions for our personal and professional lives. Apart from us always feeling stressed and stretched, never having time for the important people in our lives or what’s really important in our businesses, we lay ourselves wide open to heart attacks, strokes and an early death.
Time does indeed fly, but you are the pilot. You make all the decisions about what happens with your time. You set your priorities. Here are 13 challenges to your time management and 13 ways to overcome them.Read More
Micro-managing yourself can be the road to empowered leadership and management. That dirty word – micro-management – can actually be something good. So many of you are so focused on doing leadership and management that you spend little time working on, even trying to understand, what the BEING part of leadership and management is. This is the self-leadership part, the part that says, you have to be able to lead yourself before you can lead others. To develop the self-mastery that is inherent in self-leadership, all of us, me included, have to micro-manage ourselves from how and when we get up in the morning and start our day, to the way we work and relate throughout the day and to the way we finish our day.
So in this case, micro-management is a good thing. As all of us bring together into congruence the DOING and BEING of leadership and management, the need to micro-manage our professional and leadership development will fade away. We will be efficient, productive and high performing automatically and naturally at being the empowered leader.Read More
We would all like to have our employees highly engaged in our organisations. wouldn’t we? It happens in few, however. The level of disengagement globally is very high. According to highly regarded Gallup, only 13% of employees are engaged worldwide. That means that a staggering 87% are not engaged. In Australia alone the lack of productivity in businesses costs $42 billion per year, in large part due to these poor employee engagement levels.
The research revealed that most employees do not feel valued and appreciated at work by their managers or their organisations. Red Balloon found that 78% employees would work harder if their efforts were recognised and appreciated. 82% reported being recognised actually motivated them in their jobs.
It always amazes me when I talk to leaders and employees alike about turning things around in their organisations, restoring morale, energy and enthusiasm to their businesses and work, that I am met with a feeling of powerlessness. Leaders tell me they don’t have the money to put into it and employees feel that what they think and feel doesn’t matter to management so what’s the use.
Neither leaders not employees need to think big. Small things can make a big difference.
I want to give you three ideas for how small things make a big difference.