Change is inevitable in the business world, clients change orders, suppliers let you down or you change a process to be more efficient. Teams are reluctant to embrace change as whatever is occurring a loss is involved somewhere. It can be minor to major, however the emotional reaction can be managed with a clear formula.
John Kotter’s book “Our iceberg is melting” tells the tale of a colony of penguins and their need to move as their iceberg is melting.
The change you may be involved in, might not be as dramatic, however follow Kotter’s steps to smooth the way for your team:-
- Create a sense of urgency – help others to see the need for the change
- Pull together a leading/guiding team to provide guidance for others
- Decide what to do – create a vision or strategy so everyone understands
- Make it happen – communicate for understanding and buy in
- Empower others to act
- Acknowledge short term wins – celebrate the small stuff
- Make it stick – ensure this is a cultural change so you are ready for the next change
In the book the penguins realise icebergs will always melt and that is true of the world of commerce, prices go up and down and we always need to adjust our business. Creating a culture of change is more sustainable than just managing reactively. Your team will feel more secure and more adept towards change if they have a plan and a process as Kotter’s book demonstrates.
Please do contact email@example.com for a 90 minute workshop on Change.
Time is a non spatial continuum it does not exist and yet we are forever referring to it as if it is a commodity. “I never have enough time” or “I don’t know where the time goes”.
If we evaluated are own behaviours associated with time, it might begin to explain are association with it.
Pause and answer the following questions:-
- What did you do with the last hour in work yesterday?
- How do you feel about time today?
- If you had an extra hour what would you do with it?
The last question has to be answered by saying something you would do specifically and sleep is not allowed as an answer.
When we look at these questions we need to decide whether we are controlling time or is it controlling us.
The last hour at work, were you in charge, or were you working on other peoples work or were you tired and unproductive. This review of the last hour is quite enlightening as to how you are managing your priorities. The last hour ideally should be spent getting yourself ready for the next day. Take time to write down what you want to achieve tomorrow.
How do you feel about time today? This is time to recognise the quality of time and enjoying the hours you have. Being pro-active in your mindset about how you will spend it and the value you will get from it.
The extra hour is identifying, what matters most in your world. We often answer the question with something that is linked to what we value in life. Spending time on our mind, body or with our loved ones.
Please do get in touch to book a workshop on managing time
“We must lead emails rather than them leading us…” Bev Wilkinson
Being effective with email management is how you behave around emails rather than the simple processing. We need to set ground rules and set up rituals and habits that fit with our lives. We can control it rather than it control us.
Dan Pink’s book – “To Sell is Human”, listed the number of emails he received in two weeks:-
To improve organisational effectiveness is not too focus on the number or volume. The attention should be on clear guidelines as to how you manage your in-box.
There is no easy way and the whole idea of personal productivity means that it is personal to you. Systems need to be tweaked and adapted to work. Sharing ideas with team members can give you new ways of interacting with the screen.
If you look at an email 5 minutes before you go into a meeting you take that email into the meeting. Checking your email before you go to bed means that you will take that email to bed with you.
We can be effective by making choices that work for our lives, book an appointment with your emails as you would any other contact.
The book “Getting Things Done” by David Allen suggests setting up sub folders that sit at the top of your other folders. This can easily be achieved by putting a # in front of the title:-
To be effective think about the rhythm of your day and decide when you want to manage your email. Relax that you don’t have to know everything all the time.
Being effective is the right processes for you.
“People don’t read emails” or is it “People don’t read emails properly“.
How do you get your message across and how do you get noticed. We want to get attention for the right reasons.
I was recently asked to design and deliver a workshop on how to make email work for you. The client has had messages go out with “Hi” in the subject box.
Their brand and culture was very traditional and they felt their team did not reflect it in the way emails were worded and displayed. They wanted messages to match their culture and look and sound like the brand in essence the right voice. Overall their mantra was to sound “charming”.
The workshop was highly interactive with flip charts asking the questions what does good, bad and ugly look like from an email perspective. From the delegates answers you could ascertain how the company could change their email practices to have consistency and portray the right image.
The right voice is not just about the look of an email the tonality is key. We asked delegates to right email responses to common Client queries and looked at the language that was appropriate and inappropriate. The level of directness that is an assertive voice and the tipping point to aggression.
Practically we need to lead email rather than it lead us. The last part of the workshop explored how to manage it effectively.
When email entered the business world very few of us ever had training as to how to use it and very few companies provide guidelines. The standard signature template is as far as it goes. Think further are you happy for employees to use “Hi” or “Thanks” would you rather it was a “Kind regards”.
We have made a difference by working with organisations to get them to think about how much damage one email can do. With this one workshop “Making email work for you” we have given companies their brand back through email.
Please do get in touch to book a workshop on “Making email work for everyone…”
When information needs to be given quickly, there is no better way than by email. Unfortunately, with the benefit of speed come some problems that are not always predictable. Employees need to all be consistent in the way they engage with email and ensure that it is true to the values of the organisation.
Overall you should lead your in-box rather than be led by it.
How to take control?
- Book an appointment with it
- Ring fence the time you spend on the email
- Create 3 subfolders and put a #before the title so that they stay at the top
- #Waiting for
- #Read review
- Take the alert off, so you choose to go in, not “it” inviting you
- Remember email is not a to-do list
- email is “real” work integrate it appropriately
- The signature should be clear and accurate and all communication devices
- Take action immediately where you can
- Unsubscribe there and then
- Be realistic – zero in-box does not work for everyone
“Anyone with an inbox knows what I’m talking about. A dozen emails to set up a meeting time. Documents attached and edited and reedited until no-one knows which version is current. Urgent messages drowning in forwards and cc’s and spam” – Ryan Holmes
For a 90 minute workshop on making email work for you, please contact firstname.lastname@example.org for more courses tour our website www.nuggetsoflearning.co.uk
“What gets measured gets done…” Tom Peters
Objectives setting should be seen as an important exercise and not just an unnecessary layer of bureaucracy.
The scene needs to be set that everyone is involved and that they set their own objectives. Everyone needs to “Begin with the end in mind” – Stephen Covey, what do you want to achieve and how will you feel if it happens.
You need to get excited at the direction the objective could take you in. This will occur by taking an inside out approach, already imagining “What will be happening…?”
Also to understand the relevancy of the objective you need to reverse the psychology “What won’t be happening if I don’t set this objective?” This tells you whether it was realistic in the first place.
Stretch objectives takes us just a little further from our comfort zone this means we appreciate and value the effort to achieve. Setting an easy objective leads to complacency and does not move our performance within an organisation.
Objectives provide a story and a history of progression without them it is a book without chapters.
Please visit our website for more workshops www.nuggetsoflearning.co.uk
Knowledge is knowing that a tomato is a fruit and wisdom is knowing that it does not go in a fruit salad.
Knowledge is your IQ (intelligence quotient), your data and facts that you have acquired. Wisdom is your EQ (emotional quotient), the application and , how well you do something and it is appropriate.
Therefore going into leadership we need more wisdom than knowledge and we must not be intimidated by millennials with bags of current knowledge. Wisdom is maturity of the mind, knowing what works and what does not work. As parents we can steer our children’s behaviour by dipping into our wisdom far more than knowledge.
- Knowledge is knowing how to manage your money by budgeting, spending and saving
- Wisdom is understanding how money impacts the quality of your life and your future
If you were to use knowledge vs wisdom as an equation to everything you do as the example above demonstrates, you can evaluate the knowledge accumulation. Where will knowledge take you and how will you apply it. We sometimes do tasks for the sake of doing them, recording expenditure is a good example. If you never apply any wisdom to the sums recorded you will not have used knowledge and wisdom as a formula.
Knowledge is a tool, and wisdom is the craft in which the tool is used
Leadership is leaning far more towards wisdom, applying and just knowing whether something is right or wrong. Past life experiences will determine whether an individual is taking the best path.
Knowledge is knowing what to say and Wisdom is knowing when to say it.
For a leadership workshop please do take a tour of website www.nuggetsoflearning.co.uk and contact email@example.com