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Building Reputation Through Your Employees

  By Christina Lattimer • May 7, 2014 - 10:58 am

Building Building Reputation through your Employees is always the first step

It is even more important to encourage behaviours and demonstrate values which enhance your reputation.  There is a lot of competition out there.  Businesses are growing stronger through the power of networking, collaborating and becoming social.  Great businesses have already caught on to the fact that building reputation is a multi-faceted process which of course includes customers, but also stakeholders and employees.  Increasingly employees have a voice and it is being heard.

You and I both know that when we do business with a company, it’s not usually the leader or the marketing manager we are transacting with.   It is the people who work in that organisation.   We all have tales of great customer service and poor customer service.  And people in the organisation are the experience we remember.

Many of your people will be great at what they do:  Some will know what to do, but won’t always, and some will likely need more information.  In some respects the levels of ability are a bit of a red herring, because what will be infectious is your employees’ attitude about you as an employer.  I would rather have a room full of people who loved the business, bought into the concept but needed some training, than fully trained employees who were luke-warm or even disliked the organisation.

Your customers will get vibes off your employees

Not only will customers get the vibes off your employees; It can’t be helped, energetically we are all giving off vibes;  even more importantly, your employees are likely connected in a way they have never been before in human history.  Such is the power of social media.

Knowing that my employees were a kind of social media business card for my business could well fill me with horror.  The truth is, if as a business you make a gaffe that is newsworthy, then it’s entirely possible many many people  would know about it in seconds.  We all know bad news is inevitable.

Consider the potential for either sharing good news or bad news.   All of your employees have friends, family, social networks, whether they are online or not.  What your employees are saying about you, your business, your product, your service, is vital.

It follows that it’s increasing vital to know what you are building with your team.  What do they think? What are they saying to friends and family and potential customers about your business?

Ask your employees what they think

I talk to people a lot about their work.  I ask them whether they like it or not.  Whether they believe in what they do.  I can honestly say that I have met people who love what they do, they are enthusiastic, and they believe that the organisation’s mission is their mission.   These are the people we would all love to have working with us.

I have also met people who detest what they do.  They don’t buy into the company values; they don’t respect what the company does.  But they come to work because it’s a job; they need to feed their kids.  You can usually spot these people in your team.  They can’t help their attitude.  While this is a problem, it’s an easily identifiable problem, and you can do something about it.

But what about the people who are in the middle?   They quite like their job; they are rubbing along quite well.  They aren’t too bothered about what you do, it pays well, and as far as their own responsibilities go, they do what they have to do.  Are you content with the messages they are giving?  If your employees are pretty neutral about the work they do, then it will come as no surprise that those who should be the biggest resource building your reputation are not talking about your business in the way you would like.

Your employees are one of your biggest advertisements.  What they think say and do is totally representative of your organisation.  Your business is the sum total of all of your employees, like it or not.

If you don’t know what your employees think about your organisation, ask them.  Don’t make assumptions.   Just because you think your idea’s are the best thing since Edison invented the light bulb, doesn’t mean your employees share that thought. If they don’t think much of your business, then you have work to do.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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3 Leadership Skills To Inspire Team Success

  By Christina Lattimer • May 1, 2014 - 7:18 pm

135034213 3 Leadership skills

Leaders usually have a balancing act to perform, especially around how much they allow their team to contribute to organisational success, or how much they take upon their own shoulders.   How  well they harness the commitment, effort, skills and effectiveness of their team and how well they are able to let go and allow their team to take up the challenge and deliver, depends on how well they are able to set healthy parameters.

One of the most difficult dilemmas for a leader can be determining when they should let go and allow employees to either float their boat, or sink.

In order to do this well, leaders need to have three skills

  1. A reciprocal and healthy balance of giving and taking
  2. An ability to communicate their own boundaries and have a healthy respect for the boundaries of team members.
  3. The courage to take and manage calculated risk.

Being able to apply boundaries in working relationships is essential for good decision making, although for many reasons some find difficult to do so.   A mismatch of boundaries can, and does, create disharmony, distrust and demotivation inside and outside the team.

I remember a story about a CEO who was committed to a life changing cause and was respected by peers and stakeholders.  He got good results mostly and where he didn’t, had a great handle on problems.  What he didn’t realise of course was 75% of his team were slowly sliding off the deck, while the remainder were standing at his back cheering him on, watching him steer the boat.

This great man had such an extended sense of responsibility, he couldn’t see that by trying to control the whole ship, he was systematically dis-empowering his team one by one.   He was wary of taking risks, giving over control or allowing his team to take some of the responsibility from him. His people skills left a lot to be desired.

There are many variations on this theme and it’s not a perfect art, so few people get it completely right. There have been many times I’ve dis-empowered my kids by making decisions for them.  In a work situation, when the risk seemed too great I have been known to take over and override an employee’s decision; although I tried to do it kindly, it was not always perceived that way.

Sometimes a leader has to  take a calculated risk, and this can mean letting people fall and suffer the consequences of that fall, in order to learn and grow.  Those situations can be a tough call for a leader.

I heard from a team who had big problems because their leader “overdid” delegation.  He was so focussed on what others should or must be responsible for, he left himself out of the equation. He didn’t gain the respect of his team, as they often felt overburdened and were wary of asking for help because the signals he was giving indicated he didn’t really want to be involved, although that wasn’t the case at all.

One of the most difficult issues is respecting role boundaries.  Of course roles are meant to be fluid and let’s face it, we all must cross over role boundaries in order to get the job done.  But there are times when crossing over such boundaries either masks poor performance, or muddies the water so much that account-abilities are confused. Good role boundaries are essential, with a suitable degree of flexibility, to fit different situations.

When to let go and when to keep steering can seem daunting. Much depends on a leader’s inner confidence and maturity.   I have rarely worked with or for a leader who gets risk, responsibility and boundaries completely right.  Being aware, checking understanding and exploring where boundaries lie is essential.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Lead Yourself First – The Impressive Impact of Relationship

  By Christina Lattimer • April 22, 2014 - 5:28 pm

relationship In my view, money doesn’t make the world go around, relationships do.

We are in relationship with everyone we meet, because we are always swapping energy.  Even the guy reading the paper in the adjacent seat on the train might leave an impression as you form an opinion about or sense his energy.  Ok, it’s not much of a relationship, but it is important to know we can actually impact everyone we meet at some level.

If we have even a slight impact with a complete stranger think about the impact we have on our nearest and dearest, our work colleagues, teams or customers.  Human relationships whether they are romantic, work-based, friendship or family based are successful or not because of a number of common factors.

Forging successful relationships is essential for a successful life.  Whether at home or at work,  creating successful relationships is being able to identify what needs to be in place, and being able to understand ways your relationships work by heightening your understanding of the relationship.  The following are components and factors which can be applied to our relationships and the reason why we form them.

Purpose

If you are friends with Ted because you like going to the pub every Friday, and he is in there every time you go for a pint, then that’s the relationship you have.  If Ted stops going to the pub on a Friday, then it’s unlikely you will continue with your relationship. If you went and knocked on Ted’s door, he would likely be gobsmacked.   Where relationships can fall down, is when one person in the relationship wants to take it further than the purpose of the relationship.  Understanding and being honest about the purpose of any relationship can prevent many misunderstandings and conflicts.

Reciprocity

A relationship can only be successful if both people want to be in it. If you’ve ever been friends with someone and you’re making all the calls or trying to make arrangements to meet, then you are probably more invested in the relationship than the other person.  If a customer simply isn’t interested in your product, or your employee is looking for another job, then you don’t have a reciprocal relationship.

Energy

Sometimes we have the best relationships with people who have contrasting energy. Someone who is reserved and quiet  may enjoy being in relationship with another who is exuberant and loud.  Alternatively such a relationship might be a complete recipe for disaster.  I remember being on an interview panel with a candidate who was enthusiastic and proactive.  While I admired her energy, the other panel member felt drained by it.  If matching energy is experienced, then people may feel extremely comfortable or very bored.

Values

Shared values usually create relationship success.  If you are struggling in a relationship, examining each other’s values is a good place to start.  If for example you value expensive things and a luxurious lifestyle and someone else values basic and simplistic living, then you will either come to terms with the differences or the relationship will not exist for any length of time.  Likewise a caring, sharing colleague might form a close working relationship with a tough hard-headed business type, but more than likely won’t.

Expectations

Expectations can be centred on your own and/or other’s needs and wants.  If you expect your employees to contribute a decent day’s work for a fair wage and that doesn’t happen, then the chances are you have relationship problems.  Likewise with personal relationships, problems may well occur if you feel let down or expect something different than that which is on offer

Communication

How we communicate can determine the success or not of a relationship.  Communication differences can ruin a relationship if there is a lack of understanding about different communication styles.  For example conflicts can arise between people who communicate kinaesthetically and those who are auditory. I remember a long drawn out conflict between a manager and one of his team because the language he used was logical and factual and didn’t fit with her needs which were words of caring, feeling and empathy.

Attitude

Your beliefs, thoughts and conclusions  can determine your attitude about people in your personal and work life.  If you work for an employer and you believe you don’t count, then your belief is going to colour the relationship with your manager or team. Your attitude will seep out whenever you speak to others about work. Likewise, if someone has let you down badly in your personal life, if you are unable to forgive them, then your relationship will be affected forever by your attitude to them.

Commitment

Relationships require commitment, even if it’s to give someone your full attention for just a day.  If you decide to work for someone and only plan to stay for a few months and they expect you to stay for the long haul, then your commitment to each other is mismatched and will affect your relationship.  Most of us enter into marriage as  a lifelong commitment.  However, when that commitment wanes, the relationship could be in big trouble without a re-examination and re-connection of why you committed in the first place.

Boundaries

Boundaries exist physically, emotionally and mentally.  Part of building good relationships is about identifying and respecting your own and other people’s boundaries.  Boundaries signify how much you are able to or want to allow someone into your life, or how much of yourself you want to give.  Pre-nuptial agreements set clear boundaries.  I want to spend my life with you, but if anything goes wrong,  I’m not prepared to give you my money.  At work, contracts of employment set out the boundaries of the relationship.  Trouble can occur when you’ve signed up for 40 hours a week, and the company with a long hours culture actually expects a lot more.

Timeliness

Relationships happen at the right time.  If the timing is wrong, then it’s unlikely the relationship will satisfy any or some of the factors listed above.  If you meet the man of your dreams and you need to go to college halfway around the world, then the timing may be wrong to get together at that point.  Likewise, if your customer doesn’t want to buy quite at that point, or your employees don’t buy into your vision, it may well be that the time is just not quite right.  Unless of course there is a permanent mis-match of any of the above and there will never be a right time.

 

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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A New Paradigm – A Leadership Development Model

  By Christina Lattimer • April 21, 2014 - 1:41 pm
Leadership Development Model To give clarity to my paradigm on leadership and management, I set out below my leadership development model which gives on overview of my own philosophy.

I fell into the leadership and management field really.   When I left school at 16, with no expectations other than eventually to get married and start a family I had no clue what I wanted to do.  Taking the first job I could, in an office, I eventually became a manager at the tender age of 22.  Being the youngest in the office and the manager meant I had to learn quickly, and I did.  After decades now of leading and managing teams I made every mistake in the book.  Much of my career whilst successful in many respects was born of trying one thing, and when it didn’t work, trying something else.  I think I probably need to apologise to my many team members and colleagues over the years, because life with me as a leader wasn’t always easy!

The years of leading and managing though always felt right, even when everything was going wrong, and it quite often did.  What I did over that long path of time, was to learn.  I realised early on that life was about learning.  First of all I had to learn about other people, then myself, and ultimately that real learning which only occurs around relationships.

In the early days, I wanted to learn to become a better person, and often failed miserably.  Although I needed to take in information and learn the tools of my trade, I realised these were mere props. Eventually I realised that learning is actually about bringing out of one self.  The word “Education” actually derives from the verb educe, which meant “to draw forth from within”.

Having dedicated myself to a path of self-learning over the years, I would contend that the most satisfying purpose in life is to learn and uncover one’s own real self.   In this respect, I now know that learning about one’s self is not to make a better person.  But rather to uncover the person which was always there.  That is true for all of us.

What I also discovered on my learning journey was that as my self-awareness grew and where my leadership development model came into being, so did my understanding and ability as a leader and manager.  For someone who hasn’t undertaken a path of self-learning it might sound self-centred and egocentric.  But it isn’t. What I have learned is that as self-awareness grows, so does your regard, concern and respect and understanding of and for others.  I also believe a true leader does not lead per sae, but brings out the best in others, consciously or unconsciously helping them to unwrap their own true selves.

Sometime last year I spent some time with MBA Students and we were talking about modern leadership.  We looked at the many problems with the world, with politics, and with business.  We examined the many crises leaders must be tasked with.  They are enormous tasks which need great leadership and vision.   When I asked them what skills leaders needed across the board to cope with what was to come.  This is what they said.

Our leaders need “Integrity: Credibility: Wisdom: Courage: Consistency: Social Intelligence: Charisma: Vision: Communication: Appreciation: Decision making: Fairness: Justice: Rational: Creativity: Honesty: Open-mindedness”

There are many leadership models, hundreds of thousands of leadership books, underlying the many perspectives out there.  But at the core of all us there is a commonality. “A knowing” when things are right, and what is needed.  I believe many of the attributes most people want their leaders to have are contained in that list articulated by the students.

Below is my leadership model based on this commonality and knowing.  This is, I believe, the new paradigm, so sorely needed right now.  Many are already there, many on the journey, and many still to undertake it.  But it is open for anyone to choose to do so at any time.

THE PEOPLE DISCOVERY LEADERSHIP DEVELOPMENT MODEL

leadership model pic

The Model is based on a number of characteristics which are available to anyone.  The characteristics of the Model are:

Connected to Higher Self

1.            An ability to connect to ones higher self.  Some people call this Right mind or Right brain, or Spirit, Love, Intuition, a Guardian Angel, or some other Inner Guide.  And so they are Inner Directed, Discerning and Confident.

Unity Consciousness

2.            An understanding that the higher self is who we really are; the main characteristics of which are unity consciousness and love.  And so they are Positively Value Based and Value Others Equally.

Self- Awareness

3.            Well-honed visionary, thinking and emotional intelligence skills which are used with the purpose of making a real difference and so they are Creative, Self-Aware and Purposeful

Inspiring Others

4.            Understand others and therefore know how to communicate, engage, create an environment which encourages enthusiasm, commitment and motivation, and as a result get the best out of their team.  And so they are Accepting, Non-judgmental and Inspirational

Motivate Inspire Lead Engage

Leaders who develop the characteristics of the model are able to create the conditions to self-motivate, inspire, lead and engage their people.

 

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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14 Ways to Be a Great Team Player At Work

  By Christina Lattimer • November 21, 2013 - 1:08 pm
team player In the new social world we now live in, the importance of teamwork in any organisation is key.  Being a collaborative team player, aligning purpose, values and effort will be the hallmarks of a great employee.

Andrew Armour sets out the need for collaborative working in Why Superteams Win In The Social Era Of Business, and asserts that 86% of senior executives surveyed in the 2011 Innovation Barometer, viewed collaboration as vital to innovate, but  only 21% had the culture and people to do so.  I believe that things have probably moved on since then, but we still have some way to go.

Being a team player at whatever level in the organisation is a skill which increasingly, organisations will view as essential., according to Mckinsey because of global talent shortages. Because the dynamics of our world are changing so rapidly and significantly, team members no longer need to sit back with frustration or without a voice.  As has been demonstrated in many incidents over the last few years, employees  have used social platforms to “out” many illicit, unfair or just plain silly practices.  Conversely, team players can be the biggest advocates and champions for their employers, as they tell glowing stories across their social media communities.

In an increasing global economy, as Mckinsey’s article points out, there might well be heavy demands on highly skilled interactive professionals:  A collaborative aligned team is going to be essential to help bridge any gaps. Change is in the air, and switched on employers are already realising that culture change is essential to meet the challenges of the social era, and the talent marketplace.   Good HR Expertise is essential.

As an employee, you will gain a distinct advantage if you understand what is going to be needed to be a valued team player.   You are going to find that respected  employers are increasingly going to be looking at how well you collaborate with others, how positively you interact in the social world, and how much you buy into their values and purpose.

How can you become the team player that good employers will be lining up to have in their team?

Having led and managed literally hundreds of employees, there are some timeless qualities I have encountered which for me make up the ideal team player.   Of course in an ideal world, you rarely get the whole set of team player ideal qualities.  We are perfect in our imperfections.  The following attitudes, traits and qualities are so good to work with,  and one’s I would certainly be looking for in any assessment, certainly for key players in my team.

As a great team player you will:

  1. Take responsibility for yourself.  This means not automatically blaming your tools, your  colleagues or management, but being self aware enough to say “perhaps I could have done something differently”.
  2. Get the big picture and understand exactly what we are trying to do together – You don’t naturally have to be a big picture thinker.  In fact some organisations may employ you because of your attention to detail, but being able to pull yourself out of the detail sometimes is a huge advantage.
  3. Have an affinity with and believe in what we are trying to achieve –  You will love our products, love what we are trying to do, and it makes you happy because you think by virtue of working with us you have been part of it all.
  4. Give a positive account of the organisation and concentrate  on what is good about it – This does not mean pretending that everything is ok and smiling when it isn’t, but realising that even though things might go wrong, there is positive intent behind the decision making.  It really is about giving others in the team whatever their role “the benefit of the doubt”.
  5. At times when it is crucial for the business, go the extra mile –  Being committed to pulling out the stops when necessary.   There is a fine line between occasionally having to put in more effort and it being expected as a matter of course, so if it’s too much, have the confidence to say so.
  6. Care about others on your team – This can be tough because team work can be a hot bed of relationship problems.  But with some determination and commitment to creating a caring environment, then concerted effort is never lost.
  7. Commit to resolving differences in an adult and win/win way – Workplaces can be the worst place to play out the parent/adult/child relationship.  A paternally based organisation is definitely becoming an old paradigm.  Becoming aware of the paradigm, is the lamp needed to dispel it.
  8. When you’re not able to fulfil your contract for any period of time for family or medical reasons, you commit to doing your best to get back to work as soon as you can because you know how crucial you are to the excellence of the business.
  9. Commit to getting the work done, on time and to the best of your ability – This is not just for the team, this helps to raise your own personal standards and improve your own energy.  It always pays dividends, and will be noticed.
  10. Trust us to make the best decisions we can with the information we have, even if you don’t like it.  With millions of decisions to make, some with consultation, some not so democratic, its a minefield, and we’re not always going to get it right.  Sometimes you aren’t going to like it, but you trust  the intention is good behind it.
  11. Understand we have a mutual contract and  we will respect your rights, and you respect ours. – if it’s not working, then, communicate, communicate, communicate until it’s right.
  12. Forgive us our mistakes, we all make them – Help to create a no-blame culture, where we know none of us are perfect, but we will learn from our mistakes, not use them to beat each other up.
  13. If you’re not happy come and tell us about it constructively, trust us to listen and do something about it – Be open to different ways of seeing things, and commit to finding a solution.  Don’t be that person who is happy being unhappy.
  14. If you can’t commit to any of the above, consider how you are contributing to the success of the organisation, and if you can’t or won’t commit then consider your position.   If we are doing everything we can to collaborate and it’s still not working then you might be simply in the wrong job.

So there you have it, my somewhat idealistic list of a great team player.  It might sound impossible, but I have encountered such positive traits collectively along the way.  I would hope many of them are traits I displayed as a team player myself, although, I’m not sure if my past teams would agree.   I’m sure there are also many to add, what would be your ideal wish list for a great team player?

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Burying the Hatchet on Work Place Disputes

  By Christina Lattimer • October 31, 2013 - 2:46 pm

Disputes Disputes at work cost us much more than loss of productivity

As we speak I have placed myself at the centre of a dispute. Now for me this is quite a big deal because quite frankly I am against being in dispute per se. The details of the dispute are immaterial because all it really boils down to is that the other person I am in dispute with simply sees things differently to me, and they are trying to foist their perspective on me. (Conversely, I’m at it too!).

Because I know that disputes are futile egotistical diversions, which waste a lot of time and energy I usually avoid them like the plague.  That’s not to say I don’t feel strongly about certain issues, and I abhor it when my values are being dishonoured, it’s simply that I know enough to realise that everyone is entitled to their opinion.  Also life is simply too short to become embroiled.

The thing is with disputes though; it is usually when someone else’s rules, opinions or behaviours impinge on our own personal boundaries that we can no longer turn a blind eye.

Some of the facts

At work in the UK, around were recorded in 2012/13. The introduction of payment of a fee to lodge an employment dispute to a tribunal which was introduced in July 2013, has many HR professionals and employment lawyers waiting with baited breath to see if there is a sharp downfall in claims as a result. The most recent released by the UK Government are pretty inconclusive and the trends have certainly not been established.

But whether or not the payment of a fee helps to direct the minds of claimants whose disputes may be dubious is really a bit of a red herring. The emergence of an application to an employment tribunal is quite often the end result of a long and arduous route whereby somewhere along the line, parties to the dispute have failed to find a solution, or a meeting of minds.

Workplace conflict is extremely costly; in a , it was found that resolving conflict took up, on average, one day per month for each and every worker. If you start doing the math, then you realise that the cost to businesses is pretty huge. But even then, as we all know; disputes at work have a ripple effect. Not only do they take precious time to resolve, they can create an awful atmosphere, absence from work, knotty HR issues while disputes are being solved and simply drag down the business.

Why disputes occur

There are many reasons why disputes occur, but some of the common dynamics present are;  roles of victim and victimiser, a sense of unfairness or injustice, a need to be right and the other wrong and sometimes a need to be better than or indignation at being seen as less than.

Some of the causes of disputes arise from:

  1. Rules imposed by one party have been broken by the other, but the other doesn’t agree on the rules in the first place.
  2. There is a disagreement on the facts
  3. One person is being seen as having an unfair advantage over another
  4. A person’s behaviour is,  or is seen as, unacceptable
  5. Decisions are made which don’t consider the person or their circumstances
  6. There is a personality clash
  7. Inadequate communication exists.

I’m sure there are many more, but in my experience many disputes are contained within those seven causes.

Because we are all so unique and our perspectives are so very different, conflict resolution management is not really a huge success, as can be seen by the number of disputes which have reached employment tribunal.  In fact many companies might argue that the most important HR Expertise  is being able to minimise the effects of disputes in the workplace.

A different mind set

There is no magic wand unfortunately. Human behaviour doesn’t transform instantly. A change of mind is needed, and this is not just in the workplace, but at home, in politics, in global leadership. The following mind-set shifts would produce a significant change in unhealthy disputes which simply squash the spirit, waste time and stunt creativity and innovation.  Creating dynamics of equal value, a goal of harmonious working (healthy conflict is allowed!), and respect of boundaries and understanding each other.

These can translate into possible actions such as:

  1.  Helping people who feel victimised to access their inner strength and honour themselves.
  2.  Creating a common purpose and vision when setting rules and boundaries, and when others can’t or don’t meet them, helping them as much as possible to do so.
  3. Allowing people to make an occasional mistake.
  4. Treating everyone with equal value as a person
  5.  Involving and honouring everyone when instigating change
  6. Being aware of and acknowledging when decisions are made they may have a negative impact on others and finding ways to help people when that is the case.
  7. Raising awareness of how we operate as human beings, and our impact on others.
  8. Creating congruent communication, where different styles are respected and used.

The funny thing is, when I began to get into my current dispute, a big part of me was saying, just surrender, don’t go down that route, let it go!  But my rebel sense of indignation and rightness won over. Well for a short time anyway. I think though, it might just be time to bury the hatchet!

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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10 Ways to Get Focused When You Simply Have Too Much To Do

  By Christina Lattimer • September 19, 2013 - 1:59 pm

 

10 Tips on How to get Focused When Multi- tasking

I don’t know about you but I do struggle at times to feel in control when my “to-do-list” is over the page. Unfortunately while mindlessly reacting, I’ve developed an almost comic strip routine, a little like starting a new healthy eating regime, it only lasts a few days and then old habits usually take over. The routine goes like this: I draw up a new to-do-list; I prioritise it, and start working through it. What usually happens is an emergency occurs, or something unexpected becomes the priority of the day, and my carefully planned prioritisation goes out of the window. I spend a day or two trying to get through some bulk volume work, spend unplanned evenings catching up and then the whole cycle starts again.

My 16 year old son has just started into 6th form, for a lad who simply hates homework, at least 16 hours of it each week is a big stretch; it’s a whole new paradigm shift for him, one which already into the 2nd week has become a source of stress. Of course he has to build habits which are going to help him to avoid being stressed. As I was giving him some advice about how to focus, I realised it was about time to take my own advice. So here I am writing this blog (on time) because yesterday, I began the process of practicing what I preached. I have heard many times that you learn best what you teach, so I thought in that spirit, I would share my advice with you! If you are ultra-organised and can add to the list, please do share!  Any advice will help me I’m sure.

Ten ways to get focused :

1. Turn off the technology

With an array of teenage social media such as Snap chat, Instagram, Face book and IM, my son’s phone pretty much pings constantly. For me, my guilty time waster is to open emails when they ping into my inbox on my desk or laptop. This idea is as old as the first installed workplace computer, we all know we have to do it, but it takes some discipline and determination to ignore our ever increasing online communications.

2. Do one thing at a time

I know, I know it’s not rocket science, but I do flit about from project to project at times. My son started some Psychology homework, got stuck and instead of getting over the “difficult hurdle” he put it down and started something else. Doing one thing at a time means doing it from start to finish, without being distracted with something else. To actually do this takes determination and concentration, but it is well worth it as even difficult tasks get ticked off.

3. Diarise non urgent tasks a month ahead

If you have a million things to do and half of them are routine and definitely not going to be urgent in the next week or so, then diarise them a month in the future. I know it doesn’t get them off your list, but it gets them off your list for now. For me, it is like a breath of fresh air to know I don’t have to give those routine items a priority, and if I do happen to get up to date, I can always reach forward and get those things done and feel even more virtuous!

4. Chunk down daunting tasks

My son had his first 1000 word essay to do; he was daunted to say the least (while I tactfully kept quiet about the 10k and 20k feats which might come if he goes onto higher education). If you are daunted by the size of the task, then chunk it down into manageable tasks. Put each smaller task into a series of priorities and complete each one in order. It is easier to concentrate on a task if you know it’s only going to take an hour or so, than when you know it’s going to take a couple of days.

5. Have a purpose

When I have a mundane, but a priority task to do, I need a good purpose. So for example, when I got my tax return done earlier this month, I had to remind myself that if I got it done, not only would it not be hovering over me, like the ghost of Christmas Past, but I would be able to completely get focused on tasks I really love and enjoy. My son had to remind himself that he wanted to spend some of his weekend playing football and going out with friends, and not have to do homework instead. Having big picture purposes can help too, although tend not to be so effective, as small ones. At the moment, my son has a vision for his future, so he needs to remind himself that by focusing now, it will help him achieve his goals.

6. Don’t do it

Ok, this tip isn’t about focus, but getting rid of unnecessary or habitual tasks helps to get you focused on the important and necessary tasks. If you can’t find a good reason to do it, other than, you always do, or its part of your routine, or you’re scared to let it go, then stop.

7. Be in the right environment

We are lucky because we have a spare bedroom which my son is now using as his study. It means he can shut the door and escape from the hub-bub of the rest of the house. If you are in a busy office and can’t concentrate for interruptions and activity around you, then go somewhere else. I managed a busy office with over 80 employees on site, and as my door was wide open, I had a constant queue of people coming to see me. During one particular crisis we encountered, I was struggling to pull together an urgent report, when one of my dear team members, marched over, popped her head round the door and said, “excuse me, but this is for your own good”, and she shut the door and taped a “Do not disturb” sign on my door. Yes I should have done it myself of course, but being in reactive mode can sometimes be a lifelong habit.

8. Take a break

If you get to a point where you are finding it hard going, take a break. Taking a break does not mean checking your phone or emails, it is about going to get a coffee, getting some fresh air or even practicing a five minute mediation. It is about quieting your mind, not populating it with fresh information

9. Establish a routine.

If you are a morning person then getting through your priority tasks should be done as soon as you get to your desk, or as soon as you can. You know what times of the day you are most productive, don’t waste those times on routine non urgent tasks, reserve them for the things you really need to do to make a difference. Once you’ve established your time zone, then stick to it and make it a habit as prevalent as brushing your teeth.

10. Borrow tips

My tenth tip is borrowed from a great mentor of mine, the eminently successful Peter Thomson, who is the UK’s most prolific Information Product Creator. So sorry, I don’t want to steal Peter’s thunder, so you will have to wait for this one, as I have interviewed Peter for the next issue of our monthly E-Zine “The Extra MILE” where he tells readers all about his work and in amongst his great advice he also shares his brilliantly simple tip to help people get things done, which is brilliantly effective! Do visit our website, and sign up for the E-zine to be sent directly to your inbox so you don’t miss out on Peter’s sage advice.

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Focused

 

 

 

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Leaders Make Mistakes Too – 5 Steps to Redeem a Potentially Fatal Error

  By Christina Lattimer • August 15, 2013 - 3:07 pm

Mistakes picture Repeated mistakes are no longer sustainable

Ethics, morality and values based leadership are high on any thought leaders agenda right now. Realisation that materialism, self-gain and profit above ethics is no longer tenable, means leaders now have to be really clear their organisational and personal values, not only have to match, but must be demonstrated on a day-to day basis.

The public outcry in response to the face book status, made by Sheryl Sandberg’s Lean In Editor, , is a stark demonstration of how questionable values can destroy trust.

For readers who have not yet followed this undoubtedly viral story, Jessica Bennett’s status invited applications for an “unpaid intern” with a description of the desired skill set and expectations in terms of the intern’s availability.

The response was immediate, with the majority of responders expressing “disgust” at the decision to attempt to get unpaid help, while Lean In’s purpose to promote and foster equality in the workplace, appears to be compromised. To make matters worse, it seems, Sheryl Sandberg’s widely reported sale of  $91 Million Worth Of Facebook Stock”  would suggest the founder of the organisation is not short of a bob or two.

Some brave responders disagreed and suggested the opportunity to gain the experience Lean In could offer would so benefit the intern that to work for free was a “gift”.

At the time of writing Sheryl Sandberg had yet to respond, while the Los Angeles Times, published a a short statement from Lean In.  “Andrea Saul, a spokeswoman for Lean In, said in a statement: “LeanIn.Org, like many non-profits, has enjoyed the participation of part-time volunteers to help us advance our education and peer support programs.”

Whatever the intention behind the Facebook status, the announcement has not only caused readers to question Lean In’s organisational values, but also demonstrates how different perspectives and views take on a life of their own and can call into question the values of the leader.

The problem with values at work is that actions always speak louder than words. Leaders who say one thing while doing another are simply creating an environment of distrust and division. Care needs to be taken that all actions are aligned to fundamental values. This is true not only when public announcements take place, but when internal decisions are being taken. Every action is conveyed out, and note will be taken, whether the leader likes it or not.

For Lean In, there may be a number of valid explanations for calling to recruit unpaid people to work for the organisation, but lack of clarification or communication is allowing people to simply make up their own minds. At best, this is a badly worded gaffe. At worst, it demonstrates a lack of commitment to organisational values and therefore calls into question the effectiveness of the aims of the organisation.

Like it or not, if you are a leader, there are going to be times when you either communicate inadequately or simply make a wrong call.

I’ve made many mistakes in my time, and the incident which springs to mind, happened only a few years ago.

I had worked hard with my team to foster a culture of inclusion and collaboration, making sure everyone was heard and had a say, where it was appropriate to do so. I also wanted to offer a service to our customers that was second to none, and the team was tasked to develop a strategy to do so.

Ever an opportunist, while this process was going on I got the chance to sign the entire team up for accredited customer service training for peanuts, as the training provider had access to grant funding. After a pretty unscheduled demonstration I signed on the dotted line, thinking I had bagged a brilliant bargain and a great opportunity for my team.

As soon as I made the announcement, I realised of course, I had made a tremendous gaffe. Notwithstanding the training and assignment time was completely in work-time, notwithstanding the team were going to get a recognised qualification, as well as learn the skills of brilliant customer service, all for a price which hardly made a dent in our ever pressed budget; I had violated at least three fundamental values, which I had been at pains to stress over the months I had worked with the team. The first one was simply to communicate with them, the second, to consult with them about major decisions which affected them and the third was to allow them to develop the overall customer service strategy, and take ownership of it.

Thankfully they took me to task about my actions in no uncertain terms. I was within a hairsbreadth of losing their trust forever. I knew my intentions were good, but I also knew I had to do something honest and with integrity to make matters right. The following framework can be applied to most situations, although they may come in different orders depending on the impact of the gaffe.

Admit you were wrong and apologise. I told them I was sorry, and honestly explained that in my enthusiasm to capture what I thought was an amazing opportunity, I had acted too quickly.

Set out your original intention. I wanted to be able to help my team develop exceptional customer service skills. I wasn’t expecting them to study or attend workshops outside of working hours. I also wanted to give them an externally recognisable qualification so it added to their bank of transferable skills. Most of the time, we do make decisions with the best of intentions, even if we haven’t thought through the entirety of our actions. Without being defensive, it is part of being honest to describe your reasons for making the decision.  If well-intentioned then your reasoning is a valid factor.

Get Feedback. It’s no good forging on and making good without really listening to what your team are saying. If you want to make things right, you cannot assume anything. When I first heard objections to the proposal for training, I immediately jumped to the conclusion that the team just didn’t want to commit. Luckily enough I had enough experience to realise this probably wasn’t the case.  When I realised it was because they thought I had tread on their space and usurped their decision making powers, I could not but be grateful that the very values I had tried to introduce were alive and well.

Understand Your Bottom Line. Sometimes good decisions are made in the wrong way, and the outcome is un-negotiable. At other times, there are some options, where some compromise can be made and then you can find a solution within those parameters. In some cases, you just have to put your hands up and ditch your decision. In this situation, having listened to team members, I gave them back their decision making power, and made entry onto the course optional; although it was understood we had to find a way to help those not undertaking the training to find a way to meet the aspirational standards we needed. As it happens every one undertook the training (and passed!).

Make Amends. The customer service you remember is when the provider or supplier goes the extra mile. Things may go horribly wrong, but it is how the supplier deals with the situation that you remember best. It is the same with making a gaffe. It is how you subsequently deal with it which is at the heart of your redemption. As well as all of the above steps, in this case, I asked the team how they wanted to interact with me in the future, to make sure they were fully informed about potential developments and also that I consulted with them. I committed to this and made sure I followed up with my promise because I realised how tenuously close I had been in losing trust.

No doubt it will become apparent what the intentions behind the “Lean In” situation are in reality. It may be decided to quietly withdraw the post and make no announcement. I sincerely hope though they follow the 5 steps above or take similar action to deal with their gaffe.

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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It’s Only Words

  By Christina Lattimer • August 1, 2013 - 6:41 pm
Very powerful but it’s only words

I’ve been hearing a lot of speeches and conversations lately particularly from leaders of companies, organizations, and political candidates. They all got me thinking about language and what a powerful influence for good, bad, or indifferent words can have, how they can stick or simply slide away.

I recently published my eBook on the topic of communicating in today’s market and I must say that I have learned a few revealing truths during the process. I also changed the format a few times. Writing about words and how they should or should not be used can get, for lack of a better word, wordy.

We’ve all heard that it’s not what you say but how you say it and choosing words carefully for best effect can be more productive; best to be succinct and get to the point. This can be easier said than done, particularly when what we say is often linked to our egos, fear, expectations, and past experiences. It’s also interesting to note the statistical fact that 55%-80% of all human interactions are nonverbal. This means that our gestures and movements, no matter how subtle, can provide more impact than a spoken word.

They can also reveal whether we’re lying or not. Having knowledge of body language and being a keen observer can save a lot of wasted time and heartache but, being the emotional addicts that we are, we tend to have selective hearing and choose to believe what we need to at any given time.

Words can make us cry, laugh, make us angry, upset our world and change our lives. They trigger our psyches for better or worse and how we respond is usually based on the past, our fear of failure, our need for acceptance. If we allow them in, words can fool us, diminish our accomplishments, humiliate, and cause great stress. They can also lift us to new heights, provide hope, motivate us, reinvent our attitudes, and create great possibility.

 

 

 

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.

   
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Performance Appraisals, Judge And BE Judged

  By Christina Lattimer • July 26, 2013 - 10:19 pm
Tasneem Hameed writes about the pitfalls of Performance Appraisals for The Extra MILE E-zine.

“When you judge another, you do not define them, you define yourself”- Wayne Dyer
To judge someone is a very difficult task. Even God who is almighty fixed a criterion for judging people, i.e. good deeds and bad deeds for reward and punishment. As their mind developed, humans too accepted its value for better control and they adopted it happily. When organizations came in to being, its application increased further because of its acceptance as the best way to manage people, and performance appraisal was the outcome. The modern performance appraisal systems go beyond rewarding the good deeds, i.e. good work, performance or efficiency and effectiveness of employees through money and use it also for development of employees.  In addition to direct fixed compensation and bonuses employees get rewards of promotion and career paths. The punishment side comprises of withholding of increment, warning letter or even termination.

Blue Eyes And Bad books
Performance appraisals are not only one of the most critical management processes, but also the most controversial. Judging and rewarding people being a sensitive matter no one can deny its importance. It is difficult to find an employee who thinks or admits that his/her work performance was bad or not up to the mark. Although new methods are being continuously explored and implemented, but there is always a feeling of justice not being done according to most of the employees who don’t get expected outcome from their performance appraisals. As the manager/supervisor of an employee has the most important role in the performance appraisal, he mostly has to bear the brunt of criticism. The most common complaint has been that of personal bias, both positive and negative, i.e. favoritism or dislike. For some employees good appraisal indicates that the appraised is a blue- eyed employee while the employee who does not get good ranking in the appraisal is in the bad books of the appraiser.

 

 

 

 

 

 

 

 

 

 

Posted by Christina Lattimer

If you are a leader, you are continually developing and "Sharpening the Saw".  If you lead and manage teams, then you must read about our Inspirational New Leadership Programme.  Sign up now to find out more details when we launch in July 2014.  There is no obligation to undertake the programme, if you sign up today, you will simply be sent more information about the programme.  You can unsubscribe at any time!  Click below to register for further information.