tag:blogger.com,1999:blog-73007258693159215752024-03-13T21:17:50.211-07:00Management Training - The Management Training GuruManagement Training - The Management Training Guru is a blog which explores the subject of effective management within organisations. Facilitated by management training expert and author Scott Watson, it's a community to explore, share and learn. <a href="http://www.SummitTraining.co.uk/">Summit Training</a> is our corporate management training web site.Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.comBlogger113125tag:blogger.com,1999:blog-7300725869315921575.post-66772099076719896192014-09-19T05:52:00.001-07:002014-10-10T05:16:04.030-07:00Business Leadership & Management Expert Media Comment<div style="font-family: 'Lucida Grande'; font-size: 14px; text-align: center;">
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<span style="letter-spacing: 0.0px; text-decoration: underline;"><b>Business Boardroom Coaching Expert Available For Press And Broadcast Interviews</b></span></div>
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<span style="letter-spacing: 0.0px; text-decoration: underline;"><b>For Immediate Release September 2014</b></span></div>
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<span style="letter-spacing: 0.0px;">Boardroom executive coaching and management development expert Scott Watson, Managing Director of Summit Training, one of the UK’s leading human resources consultancies, is available for interview, both by the broadcast media and newspaper journalists.</span></div>
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<span style="letter-spacing: 0.0px;">Scott is an experienced commentator and acknowledged authority in developing emotionally intelligent leaders, managers and teams to boost their performance.</span></div>
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<span style="letter-spacing: 0.0px;">Topics upon which he is qualified to comment include: -</span></div>
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<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Corporate leadership – the damage that poor management can inflict on an organisation</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Helping business leaders to navigate change more effectively and successfully</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Balancing technical competence with people leadership competence</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Advising business bosses on how to get the best from their employees</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Maximising performance, via team motivation, commitment and engagement</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">How to turn around poorly performing teams</span></li>
<li style="font-family: 'Lucida Grande'; font-size: 10px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Developing trustworthy leaders, who practice what they preach</span></li>
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<span style="letter-spacing: 0.0px;">He is available for broadcast and print commentary and interview on corporate leadership, governance, recruitment, motivation, trust, teamwork and general human resources matters.</span></div>
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<span style="letter-spacing: 0.0px;">His thought provoking commentary mixes important information, incisive observation and, where appropriate, an entertaining slant to create interesting commentary that viewers, readers and listeners can easily connect and resonate with.</span></div>
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<span style="letter-spacing: 0.0px;">Scott Watson is founder and Director at corporate consultancy, Summit Training. Based in Yorkshire, Summit works internationally to help clients maximise performance through their people.</span></div>
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<span style="letter-spacing: 0.0px;">Clients include world-leading brands including DHL, Radisson BLU Hotels and Resorts, charities including Victim Support, Charities Aid Foundation and public sector organisations including NHS and Councils.</span></div>
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<span style="letter-spacing: 0.0px;">Scott Watson can be contacted directly via: -</span></div>
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<span style="color: black; letter-spacing: 0.0px;">Linkedin Profile: <a href="http://uk.linkedin.com/in/scottwatsonsummit/"><span style="letter-spacing: 0px;">uk.linkedin.com/in/scottwatsonsummit/</span></a></span></div>
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<span style="letter-spacing: 0.0px;">Twitter: @TheScottWatson</span></div>
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<span style="letter-spacing: 0.0px;">Scott Watson Mobile: 07968 241 818</span></div>
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<span style="letter-spacing: 0.0px;"><b>BBC West Midlands – </b>guest commentator on the BBC's sacking of presenter, David Lowe and the legal and HR implications for the organisation.</span></div>
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<span style="letter-spacing: 0.0px;"><b>BBC Radio Leeds - </b>breakfast show interview on how to manage redundancy more effectively and move your career forward.</span></div>
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<span style="letter-spacing: 0.0px;"><b>Regional Print Press Around the UK </b>– subjects include, dealing with stress in the workplace, poor corporate leadership, call centre customer service, and executive coaching. </span></div>
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<span style="letter-spacing: 0.0px;"><b>Daily Telegraph </b>- how organisations can maximise their return on investment in management and leadership development training.</span></div>
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<span style="letter-spacing: 0.0px;">Chris Shaw<br />
Sure Media Relations<br />
Telephone: -<span class="Apple-tab-span" style="white-space: pre;"> </span>01484 696 066<br />
Mobile: -<span class="Apple-tab-span" style="white-space: pre;"> </span>07527 448 650<br />
E-mail: -<span class="Apple-tab-span" style="white-space: pre;"> </span>chris@suremediarelations.co.uk</span></div>
Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-84929626232077360392014-06-09T00:43:00.002-07:002014-06-24T08:13:38.969-07:00Greetland Academy Governance Media Release<br />
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<span style="letter-spacing: 0px;">A former Academy school governor has launched a scathing attack on what he terms Greetland Academy's governing bodies dereliction of duty to the school, parents, staff and students.</span></div>
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<span style="letter-spacing: 0px;">Scott Watson's claims relate to what he alleges are breaches of professional standards, flawed decision making and blatant ignorance of good practice when it comes to leadership, management, recruitment and transparency.</span></div>
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<span style="letter-spacing: 0px;">Watson, the Managing Director of a human resources consultancy, resigned as a governor due to what he states were a sickening lack of professionalism and arrogance demonstrated by senior members of the governing body.</span></div>
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<span style="letter-spacing: 0px;">“If this is considered to be effective governance, acceptable practice and value for money leadership, surely something is very badly wrong,” he states.</span></div>
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<span style="letter-spacing: 0px;">“The Principal and relevant governors refuse to discuss the matter, evade reasonable questions and Ofsted are unable to investigate it because it is outside their remit. The opportunity for a cover up to conveniently brush these matters under the carpet is immense,” he explains.</span></div>
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<span style="letter-spacing: 0px; text-decoration: underline;"><b>Serious Allegations</b></span></div>
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<span style="letter-spacing: 0px;">Watson’s allegations against the school and its processes include:</span></div>
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<span style="letter-spacing: 0px;">“I believe the absence of transparency is deliberate and that the leader and senior members of the governing body are absolutely determined to hide away from being held accountable. The fact that the Principal is paid handsomely to be accountable doesn't even get a look in,” he states.</span></div>
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<span style="letter-spacing: 0px;">“Moreover, an absence of understanding of legislation and an ignorance of basic professional standards does not constitute effective leadership. It's like students marking their on homework and MP's approving their own expenses. It lacks transparency and unwillingness for independent scrutiny,” explains Watson.</span></div>
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<span style="letter-spacing: 0px; text-decoration: underline;"><b>Breaches of Legislation</b></span></div>
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<span style="letter-spacing: 0px;">“As an HR professional, I have identified several likely breaches of legislation re The Education Act, employment legislation regarding bullying and harassment as well as a possible instance of disability discrimination. As such, I will be calling for several resignations,” he comments.</span></div>
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<span style="letter-spacing: 0px;">“Due to the behaviour and decisions of specific members of the Governing body, the governing body collectively acts more like a secret society than a Governing body which should be serving the Greetland community. There has been a blatant attempt to bury the truth, distort the facts and simply spin their way out of a deep hole they dug themselves,” states Watson.</span></div>
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<span style="letter-spacing: 0px; text-decoration: underline;"><b>Ofsted Powerless</b></span></div>
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<span style="letter-spacing: 0px;">Ofsted has advised Watson that it cannot become involved in reviewing the complaint as it falls outside its legal remit.</span></div>
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<span style="letter-spacing: 0px;">“Ultimately, the Governing Body can do whatever it likes, without being held accountable. It’s a license to behave badly and even operate outside the law if it wishes to do so,” he concludes.</span></div>
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<span style="letter-spacing: 0px;">- Ends -</span></div>
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<span style="letter-spacing: 0px;"><b>Editors Notes:</b></span></div>
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<span style="letter-spacing: 0px;">Scott Watson is available for broadcast and other news media interview by contacting Chris Shaw at Sure Media Relations.</span></div>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="font-family: Symbol; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: 0px; line-height: normal;"></span><span style="letter-spacing: 0px;">Watson met with his MP Craig Whittaker, sought expert guidance from a governance lawyer and from the Department of Education funded, Governorline to ensure complete understanding the issues. Governorline operates independently and provides expert guidance and advice to Governors.</span></li>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="font-family: Symbol; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: 0px; line-height: normal;"></span><span style="letter-spacing: 0px;">Due to the fact that making an official complaint about a Governing Body falls outside Ofsted’s legal responsibilities, the only way to have this matter investigated is by submitting a complaint to an Academy's Governing Body. In essence, the Governing Body would investigate all the matters itself. Clearly issues relating to the governing bodies competence and willingness to objectively investigate these matters is a cause for serious concern.</span></li>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="font-family: Symbol; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: 0px; line-height: normal;"></span><span style="letter-spacing: 0px;">Watson was appointed as a Governor by parents in November 2011, with a remit to improve the quality of teaching, ensure accountability within the Governing Body and achieve transparency in the decision making process.</span></li>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal; margin-bottom: 0px; margin-left: 0px; margin-right: 0px; margin-top: 0px;"><span style="font-family: Symbol; font-size: 12px; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: 0px; line-height: normal;"></span><span style="letter-spacing: 0px;">During a meeting with the Principal and Chair of Curriculum and Staffing Committee, Watson was encouraged to make a formal complaint against a teacher. Prior to this, the Principal described the teacher’s appointment as 'regrettable'. </span></li>
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<span style="letter-spacing: 0px;"><b>Press Information:</b></span></div>
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<span style="letter-spacing: 0px;">Chris Shaw</span></div>
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<span style="letter-spacing: 0px;">Sure Media Relations</span></div>
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<span style="letter-spacing: 0px;">Telephone<span class="Apple-tab-span" style="white-space: pre;"> </span>01484 606 939</span></div>
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<span style="letter-spacing: 0px;">Mobile<span class="Apple-tab-span" style="white-space: pre;"> </span>07527 448 650</span></div>
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<span style="letter-spacing: 0px;">E-mail<span class="Apple-tab-span" style="white-space: pre;"> </span><a href="mailto:chris@suremediarelations.co.uk"></a><a href="mailto:chris@suremediarelations.co.uk">chris@suremediarelations.co.uk</a></span></div>
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-67170162149817522442014-04-28T00:04:00.000-07:002014-10-10T05:17:13.794-07:00NHS Whistleblowers will Improve Patient Care says HR Expert<div style="font-family: 'Lucida Grande'; font-size: 24px; text-align: center;">
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<span style="letter-spacing: 0.0px;"><b>Culture of ‘Self-Preservation’ Hinders Patient Care</b></span></div>
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<span style="letter-spacing: 0.0px;">A culture of self-preservation in the NHS is damaging patient welfare and emotional well-being, claims an HR expert with experience in working in the sector.</span></div>
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<span style="letter-spacing: 0.0px;">According to Summit Training Managing Director Scott Watson, junior staff in the NHS are reluctant to question flawed decision-making and to challenge the authority of more senior staff. And he argues that ‘self-preservation’ is seen as the key reason that more people fail to ‘blow the whistle’ on bad practices. </span></div>
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<span style="letter-spacing: 0.0px;">What is needed, Watson argues, is a culture of candour, where staff can discuss issues and share good practices without fear for their jobs or loss of standing with their boss.</span></div>
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<span style="letter-spacing: 0.0px;">While targets are an important part of organisational life, they must be partnered with a very clear human focus to be of any genuine value. And this, he states, is where NHS Trusts and Government directives are failing to offer patient-centric care. Welcoming a practice of ‘whistleblowing’ would help expose these bad practices and promote more accountability and transparency with senior leaders and managers who are being trusted, expected and indeed paid, to do the right thing and maintain high standards.</span></div>
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<span style="letter-spacing: 0.0px;">“An example of this occurred recently at Leeds Teaching Hospitals NHS Trust, with a report stating that patients and families have suffered from a lack of basic kindness, compassion and care. The focus on providing a high level of patient care has been swept aside, in the rush to deliver targets,” states Watson.</span></div>
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<span style="letter-spacing: 0.0px;">“Technical competence and professional seniority do not automatically provide a medical practitioner with the vital qualities of empathy and emotional resilience. These skills develop with practice and training, which a culture of candour would foster,” he adds.</span></div>
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<span style="letter-spacing: 0.0px;"><b>More Whistleblowers Needed</b></span></div>
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<span style="letter-spacing: 0.0px;">Alongside technical and medicinal training, medical staff employed in a patient facing role should also undertake Emotional Intelligence skills training, states Watson.</span></div>
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<span style="letter-spacing: 0.0px;">“As well as improving and developing high trust relationships with worried patients, Emotional Intelligence skills will promote a culture of candour where staff, however junior, feel safe in speaking their truth to managers and in suggesting better processes and procedures. A very positive form of ‘whistleblowing’,” he states.</span></div>
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<span style="letter-spacing: 0.0px;">“Staff will also be better equipped to manage the inevitable stresses they will experience, as well as being better able to obtain more relevant, precise information from patients. This will enable them to reach better decisions on how to treat the individual,” concludes Watson.</span></div>
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Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-83333228240227130142014-03-10T06:37:00.000-07:002014-03-10T06:38:48.939-07:00How To Successfully Get An Upgrade On A Flight<a href="http://3.bp.blogspot.com/-x-IzHu9qpvE/Ux3ALcw4PCI/AAAAAAAAARo/-WpQb23McIg/s1600/Aeroplane.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-x-IzHu9qpvE/Ux3ALcw4PCI/AAAAAAAAARo/-WpQb23McIg/s1600/Aeroplane.jpg" height="133" width="200" /></a>Successfully negotiating an upgrade on a flight has become somewhat of a mystery.<br />
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The days of 'FREE' upgrades have all but vanished, and the published prices of flight upgrades can appear disproportionately expensive when compared to the Economy class flight tickets.<br />
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Due to the ever changing aviation legislation, and the fact that each airline providing an 'upgrade' is compelled to pay tax on the seat being used, the FREE upgrade is no longer viable. But this certainly doesn't mean that you can't secure an upgrade at a fantastic price - way below the published prices.<br />
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Below, I've detailed the approaches I use (pretty successfully) to secure a flight upgrade when flying long haul. I stress long haul purely due to the fact that short haul flights of up to 3 - 4 hours, the quality of service, comfort and actual value in terms of food and drink are rarely much greater value than economy. All you benefit from is a slightly more palatable meal….and a curtain separating business class from economy. Hardly worth additional expense!<br />
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Visit your airline's web site and check whether there is an option to upgrade your travel class and ticket following your purchase of an economy ticket. Most major airlines have this facility available, even though many don't actively promote the service. Why would they, unless they were really desperate to fill the more expensive seats?<br />
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Etihad for example has an online bidding facility. You visit the upgrade page and then 'Blind Bid' for the upgrade. Their upgrade page has a colourful bid chart which begins with red (for low bids) and culminates in a bright green (likely successful bids). As you move your mouse from left to right, the likelihood of your bid being 'successful' is increased. The key challenge for you, the consumer, with this highly visual gamble? You have absolutely no idea whether your blind bid offer is being compared to other consumer's blind bids, or, whether the airline has set it's own, perhaps high cost, minimum reserve price. The danger for you in using this blind bid approach is that, if you get so connected to wanting to fly business class, your emotions are quite possibly to take control over your credit card. And that's NEVER a good idea!<br />
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So, my first tip is to steer clear of blind bid invitations from your airline!<br />
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Second tip. Join their Frequent Flyer programme. Just possessing one of the airline's branded loyalty cards demonstrates a certain loyalty to their brand.<br />
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At Check-In</h3>
If check-in for your flight opens 3 hours prior to departure, arrive early so you are at, or very near, the front of the queue. Why? If the airline still has empty seats in a higher class a few hours before departure, they would much rather have somebody paying something to take the seat rather than nobody paying anything! This is where your negotiating position is strengthened immensely. But you need to do a few other things to boost your possibility of success!<br />
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Be Polite, Collaborative And Smile</h4>
Whatever time of day or night, check-in operators have likely had to deal with one or two awkward customers already. And you don't want to be added to that list! <br />
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It's important that you are received as genuinely polite, collaborative and understanding of the pressures your check-in operator has had, is having or things s/he is going to experience with this flight's passengers.<br />
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When in line I'll often make a polite, light hearted comment to build some level of collaboration and co-operation with the check-in agent. If I'm right at the front of the queue I'll approach him or her, smile and say '<i>Good morning. We thought it best for you that you get the REALLY nice passengers first</i>.' This usually raises a smile or a chuckle from the check-in agent, who then suddenly becomes…a partner rather than a foe! If I'm not first in line, I'll observe which check-in agent is smiling the most (good mood) and which appears to be having some grief from a passenger or two, and then target them as my check-in agent. Why?<br />
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If a check-in agent is having a good day, you can add to it and stack even more positive emotions on him or her. If s/he is having a tough day, you have a fantastic opportunity to help him or her step out of the negative emotional state, and smile. You may not truly understand just how much a stressed check-in agent appreciates some light hearted banter, and to realise that s/he is not going to be your victim. Step in to his or hers shoes when you've observed them having to deal with a high maintenance passenger. I tend to use 'It looks like you had a tough time with Mr Nasty a moment ago.' Wait for the response, which is usually raised eyebrows, pursed lips and then a deep breath in…and looong exhalation, and then say 'I promise you I will be completely, absolutely and very positively different.' Smile as you do this, and you suddenly put him or her at complete ease. And guess what. They become extremely helpful towards you. In the UK, act out the cub scout three finger promise which adds a little more drama, and which puts you in to a collaborative chat rather than adversarial fight.<br />
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NEVER, NEVER, NEVER…wearing expensive jewellery or exclusive branded clothing</h4>
Why not? Well. you might feel comfortable wearing your Tag or Gucci watch which cost you £1,000 to £4,000 or the Paul Smith shirt which set you back a few hundred pounds, but what are you really doing? You're weakening your negotiating position BECAUSE you are openly showing you like expensive treats. Why would an airline, having spotted your expensive tastes, then wish to provide you with the best and lowest price upgrade? THEY WOULDN'T!<br />
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Pop your posh watch in your pocket and wear a smart, but perhaps unbranded clothing and you're on your way to a good negotiation.<br />
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DON'T Ask For The 'Best Price'</h4>
What happens when you are wanting to buy a car from a showroom sales rep and you ask him or her 'What's your best price?' They immediately evade answering your question and then disappear to speak with their boss (real or imaginary). Then they return and want to negotiate upwards - in their favour.<br />
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Avoid this stand-off by asking a different, more collaborative question such as '<i>Please will you let me know what's the best price you have available for these seats…a price where I can enjoy a fabulous flight..and you can make a decent profit on my purchase</i>?'<br />
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This very question is one that absolutely nobody will ask. And your check-in agent will view your unique approach as a refreshing change. You'll probably spot a smile on the check-in agent's face and develop a small level of trust, but lots of automatic collaboration and reciprocity.<br />
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Have your credit card ready and in view of your check-in agent at this point. Demonstrating visually a willingness (but not eagerness) to pay for the upgrade does help you along.<br />
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Flinch...Like You've Never Flinched Before</h4>
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When presented with the price of the upgrade, whatever the price and even if it is within your allocated budget, FLINCH.<br />
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What do I mean by 'flinch'? A flinch is a visual method of demonstrating non acceptance and/or disapproval of the information you have just received. Think of it this way. When you were a young child and mis-behaved, did your mother ever just have to look at you with one eyebrow raised and tilt her head slightly to the side to communicate to you that you needed to stop what you were doing? That's a flinch!<br />
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Basically what you are communicating to your check-in agent is that 'You'll have to do better than that if you want my cash'. Remember, just because you can afford the initial price, doesn't necessarily mean you should pay it! Flinch, and then wait patiently for a few seconds. In a slightly uncomfortable silence, your check-in agent will do one of two things.<br />
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1. Tell you that the price s/he quoted to you is the only price available. (and it may be of course)<br />
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2. Ask you how much above your budget the price is (and then you can begin negotiating)<br />
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Always Flinch. Even if you feign surprise by raising your eyebrows or shock through startled looking eyes, do something! If your check-in agent says that the price quoted is the best s/he can offer, then it's over to you to make a decision. But if s/he asks 'How does that price sound to you?', this is your opportunity to claim that the price quoted is however many hundreds of pounds or dollars above your budget, and then ask 'Can you do it for (name your price - which must be reasonable), and then be silent. Why?<br />
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If you keep on talking you don't provide your check-in agent with the opportunity to think, or indeed respond. And by not allowing silence, you may just be missing out on a better price.<br />
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Boost Your Negotiating Position With Travel Companions</h4>
If you are travelling alone, you can use the approaches above. And remember, a win-win outcome is the best outcome. But if you have travelling companions, as I did on a recent trip to Abu Dhabi from Manchester, you are in an even stronger position to negotiate.<br />
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My wife and ten year old daughter were accompanying me on a mid-March holiday and they had no idea that I had researched upgrade prices on the airline's web site. So, as check-in - we were first in line as we arrived rather early, I asked the check-in agent if she had any seats in business class available. What was her likely immediate first thought? Quite possibly 'He's after something for nothing'. But, as she was about to respond to my question with her own script and agenda, I interjected 'I'm not wanting a FREE upgrade, that's not win win. I'm happy to pay for THREE seats IF the price is acceptable.'<br />
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Having already overheard two of this ladies colleagues discussing that the flight was full and there was a possibility of 'bumping' some passengers on to a later flight if all passengers booked on the flight actually turned up to check in, I then continued 'There's three passengers you won't need to bump if we can get this done now….and you may even be able to re-sell our economy seats too'.<br />
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Within just 180 seconds, the helpful check-in agent confirmed that indeed there were three seats available in business class for us to enjoy. She then continued to advise us of the price (which was VERY acceptable) and that our seats were all on the same row and she was confident that we would all have a wonderful time.<br />
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Consider these points before you decide not to negotiate for an upgrade the next time you fly long-haul.<br />
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If you don't ask, they won't offer.<br />
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FREE is not win-win. Allow the airline to make money from you - within a win-win dialogue.<br />
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Always smile, be genuinely pleasant and consider the check-in agent's pressures and position.<br />
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NEVER look so luxury branded that the check-in agent destroys your bargaining position.<br />
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ALWAYS use a flinch to demonstrate disappointment or shock with the price, and use this as a starting point to your negotiation.<br />
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Have your credit card in full sight of the check-in agent to demonstrate an intention to purchase - if the price is acceptable.<br />
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NEVER get so connected to securing the upgrade that you are so emotionally engaged that you can't walk away. Disappointment is quickly overcome - your larger credit card bill may not be that easy!<br />
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Written by:<br />
Scott Watson<br />
<a href="http://www.summittraining.co.uk/">http://www.SummitTraining.co.uk/</a><br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-75850870344805461272014-02-17T00:27:00.004-08:002014-02-17T00:27:53.721-08:00Former Greetland Academy Governor Takes School Complaint to Heart of Government<div style="font-family: 'Lucida Grande'; font-size: 24px; text-align: center;">
<span style="letter-spacing: 0.0px;"><b>Former Greetland Academy Governor Takes School Complaint to</b></span></div>
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<span style="letter-spacing: 0.0px;"><b>Heart of Government</b></span></div>
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<span style="letter-spacing: 0.0px; text-decoration: underline;"><b>For Immediate Release – Interviews Available </b></span></div>
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<span style="letter-spacing: 0.0px;">At a time when Ofsted boss Sir Michael Wilshaw is calling for School Governors to be more accountable, one former West Yorkshire School Governor is taking the challenge to the heart of Government.</span></div>
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<span style="letter-spacing: 0.0px;">Scott Watson, a director of a Halifax–based HR consultancy and a former Governor of Greetland Academy, has highlighted alarming issues surrounding the appointment and effective management of teaching staff at the school.</span></div>
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<span style="letter-spacing: 0.0px;">According to Watson, the situation has been worsened by the Principal and Chair of Governors’ evasive behaviour to serious concerns he raised while serving as an elected member of the Governing Body.</span></div>
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<span style="letter-spacing: 0.0px;">Ofsted has advised Watson that it cannot become involved in reviewing the complaint as it falls outside its remit.</span></div>
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<span style="letter-spacing: 0.0px;">“Ultimately, the Governing Body can do what it likes. It’s a license to operate outside the law,” he claims.</span></div>
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<span style="letter-spacing: 0.0px;">"I was appointed as a Governor by parents in November 2011, with a remit to improve the quality of teaching, ensure accountability within the Governing Body and achieve transparency in the decision making process,” states Watson.</span></div>
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<span style="letter-spacing: 0.0px;">“My experience highlighted that the Principal and Chair of Governors were more concerned with paying lip service to the Government’s requirements, while presenting a façade to the community and stakeholders they are trusted to serve,” he adds.</span></div>
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<span style="letter-spacing: 0.0px;">"During a meeting with the Principal and Chair of Curriculum and Staffing Committee, I was encouraged to make a formal complaint against a teacher. Prior to this, the Principal described the teacher’s appointment as 'regrettable'. If the individual concerned was not performing to the required standard, why did the Governing Body waste two years?" explains Watson.</span></div>
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<span style="letter-spacing: 0.0px;">“Given my experience in the sector, it is abundantly clear to me that the incorrect interpretation of Government process has cost the school two years of wasted salary and benefits, as well as an incalculable lost opportunity to deliver effective teaching to students who deserve better, and whose parents understandably expect better,” states Watson.</span></div>
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<span style="letter-spacing: 0.0px;">“And now, Ofsted says it has no power to intervene in the failures of school Governing Bodies,” he concludes.</span></div>
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<span style="letter-spacing: 0.0px;">- Ends -</span></div>
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<span style="letter-spacing: 0.0px;"><b>Editors Notes:</b></span></div>
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<span style="letter-spacing: 0.0px;">Scott Watson is available for broadcast media interview by contacting Chris Shaw at Sure Media Relations.</span></div>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Governorline is the Government's independent helpline for school Governors. While funded by the Department for Education, Governorline operates independently and provides expert guidance and advice to Governors.</span></li>
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<li style="font-family: 'Lucida Grande'; font-size: 12px; margin: 0px;"><span style="font-family: Symbol; letter-spacing: 0px;"></span><span style="letter-spacing: 0.0px;">Due to the fact that making an official complaint about a Governing Body falls outside Ofsted’s legal responsibilities, the only way to have a matter investigated is by submitting a complaint to an Academy's Governing Body.</span></li>
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<span style="letter-spacing: 0.0px;">Chris Shaw</span></div>
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<span style="letter-spacing: 0.0px;">Sure Media Relations</span></div>
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<span style="letter-spacing: 0.0px;">Telephone<span class="Apple-tab-span" style="white-space: pre;"> </span>01484 696 066</span></div>
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<span style="letter-spacing: 0.0px;">Mobile<span class="Apple-tab-span" style="white-space: pre;"> </span>07527 448 650</span></div>
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<span style="letter-spacing: 0.0px;">E-mail<span class="Apple-tab-span" style="white-space: pre;"> </span>chris@suremediarelations.co.uk</span></div>
<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-39923523735085714062013-11-19T07:17:00.002-08:002013-11-19T11:37:30.819-08:00How To Negotiate Far More Effectively And Not Get Caught Out Using 'Subject To'...<audio controls=""><source src="http://negotiationskillspodcasts.s3.amazonaws.com/HowToNegotiateByUsingSubjectTo.mp3"></source>If you cannot see the audio controls, <a href="http://negotiationskillspodcasts.s3.amazonaws.com/HowToNegotiateByUsingSubjectTo.mp3">listen/download the audio file here</a></audio><br />
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<a href="http://negotiationskillspodcasts.s3.amazonaws.com/How%20To%20Negotiate%20By%20Using%20Subject%20To.mp3" target="_blank"><br /></a>Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-81377438139586375082013-09-23T01:02:00.000-07:002013-09-23T01:02:13.643-07:00Managers Need Much More Than Passion To Truly SucceedPremiership football club, Sunderland have just announced the sacking of colourful Manager, Paulo Di Canio. No shock for many independent observers, somewhat of a relief for demanding fans who pay good money in a tough economic climate for some level of enjoyment and success, and no doubt viewed as unfair by m/any unions representing football managers.<br />
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With a dismal record of just three wins in his thirteen competitive games in charge of the team, Di Canio's record speaks for itself. But there are several important factors to consider in this sensitive situation, such as:-<br />
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Was the Board's decision to appoint Di Canio as manager (after sacking Martin O' Neill) based on a successful track record, cultural fit, technical competence, or something else? That something else being a passionate Italian accent, a 'Never give up' attitude, and some good PR?<br />
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Di Canio is most certainly passionate, and perhaps his Italian accent creates more impact than many of his (former) peers in the Premiership such as Tony Pulis at Stoke (who was fired as his board thought he had done all he could at the club), and Steve Bruce of Hull FC who, with his clearly north eastern accent, doesn't quite match the romance and passion, Di Canio's accent does.<br />
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Does a 'Fresh pair of eyes' really add so much value to a team who aren't 'succeeding' or achieving the success the financially driven board of directors and owner demand of them, or at least, hope for? Not in this case at least.<br />
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Di Canio's reign at Sunderland was littered with public outbursts about his team's lack of passion, commitment and motivation. Rather like former Hull FC's manager, Phil Brown's spat when his team were performing badly. Brown is now famous, for all the wrong reasons, for not allowing his players to return to the dressing room at half-time. Instead, he insisted they remain in the centre circle...to receive a right royal roasting from him! Perhaps not the best motivator, or the best PR for a reasonably respected and successful manager. <br />
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There is a time and a place for manager's to reprimand their team members. My thoughts are - it's best done privately. Why? Because individuals make up teams and the 'one size fits all' approach to addressing poor or unacceptable performance has never worked in terms of adding value, and most likely never will. But whether it is a football manager, call centre manager, customer service manager, or any otehr kind, the manager is paid, trusted and expected to deliver high quality results. And this is where responsibility must be taken.<br />
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Di Canio is a fine example of a passionate, focused athlete. But, as in business, being a great technician by no means guarantees that you will be a great manager. <br />
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Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-13960630988041450432013-09-18T00:25:00.000-07:002013-09-18T00:25:51.895-07:00Spotting When You're Being Influenced To Make A Decision....NOW!<span class="Apple-style-span" style="border-collapse: separate; border-spacing: 0px;"></span><br />
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How often do people in business attempt to influence you? Very often I expect as without influencing, nothing would get done and communication would not exist.</div>
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I absolutely love exploring how people influence each other, ethically and not so ethically too. You've experience the charity 'chugger' who makes uses the town or city centre precinct as their stage to approach you in perhaps an overly friendly manner, in an effort to entice you to stop, listen, feel guilty about not supporting the charity s/he is 'representing', in the hope you will sign up for a monthly standing order to 'support' their charity. What these 'chuggers' don't tell you is that they are employed by an agency which, if you sign up through their representative, take a commission of anything from 50 to 70% of your first year's 'donations'. </div>
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OK, chuggers are an extreme case, but take a look at the content below which was an initial response from a conference exhibition sales representative following my enquiry about my company possibly exhibiting at a HR conference.</div>
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This email is by no means unethical, unprofessional or misleading. Indeed, it is the exact opposite, and it's a pretty good effort to attract business and encourage me to make a decision to exhibit....NOW!</div>
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See for yourself what journey the sales representative takes me on. Read through the complete email immediately below and have a think about the author's intention. On the copy immediately below this original email, I've detailed my notes in italics so you can differentiate his and my comments. Let's see if you and I are spotting the same things!</div>
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Many thanks for your enquiry. </div>
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I have had a look at your website and the services that Summit offer would be ideally suited, and of interest to the senior level L&D decision makers that the exhibition delivers.</div>
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As you can imagine at this time of year the last remaining stands are being booked quite quickly now, we have approximately 5 remaining.</div>
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Price and size of stands are,</div>
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3m x 2m<span class="Apple-tab-span" style="white-space: pre;"> </span>£2,322</div>
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4m x 2m<span class="Apple-tab-span" style="white-space: pre;"> </span>£3,096</div>
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3m x 3m<span class="Apple-tab-span" style="white-space: pre;"> </span>£3,483</div>
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4m x 3m<span class="Apple-tab-span" style="white-space: pre;"> </span>£4,644</div>
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There is also two other costs that you would need to factor in,</div>
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Administration Fee<span class="Apple-tab-span" style="white-space: pre;"> </span>£245 - This covers your for 3 main areas of insurance, Loss Damage & Theft, Cancellation & Abandonment and Public Liability Insurance to the value of £2million.</div>
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Registration Fee<span class="Apple-tab-span" style="white-space: pre;"> </span>£270 - However this is refunded in full if the invoice is paid within 3 weeks. As we are are already within 3 weeks from the event and all invoices must be paid before the event we can literally ignore this cost.</div>
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I have attached a copy of this years brochure, media pack and floor plan. The floor plan isn't quite up to date with the bookings that have come in this week, but I can still accommodate various size stands that companies may wish to book.</div>
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Obviously I would be delighted to have you exhibit this year, but a question I would like to ask is, that bearing in mind the event is in 19 days, does that give you enough time to prepare to exhibit this year?</div>
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If you have any questions or queries don't hesitate to let me know and if you could let me know your thoughts I would really appreciate it.</div>
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<b>Copy With Scott's Comments</b></div>
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Many thanks for your enquiry. (<i>not a good start as my name would have developed a more personal, less scattergun approach)</i>.</div>
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I have had a look at your website and the services that Summit offer would be ideally suited, and of interest to the senior level L&D decision makers that the exhibition delivers. (<i>The author claims to have invested time in reviewing my web site to understand my company's offering, and yes, of course, my company's offering is 'ideally suited, and of interest' to his conference audience</i>. <i>This is rather like you trying on an item of clothing in a store and the sales rep stating 'Oh, it really suits you'. Not that they would ever state otherwise).</i></div>
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As you can imagine at this time of year the last remaining stands are being booked quite quickly now, we have approximately 5 remaining. (Here, the author intends to place me in a visual thinking mode with 'As you can imagine' and then he uses the time of year and scarcity of time...time is running out, trick to understand that 'the last remaining stands are being booked quite quickly now' and 'we have approximately 5 remaining'. Whether true, accurate or otherwise, the author is using the rule of scarcity to push me towards...NOT LOSING OUT ON THIS OPPORTUNITY.</div>
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Price and size of stands are,</div>
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3m x 2m<span class="Apple-tab-span" style="white-space: pre;"> </span>£2,322</div>
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4m x 2m<span class="Apple-tab-span" style="white-space: pre;"> </span>£3,096</div>
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3m x 3m<span class="Apple-tab-span" style="white-space: pre;"> </span>£3,483</div>
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4m x 3m<span class="Apple-tab-span" style="white-space: pre;"> </span>£4,644</div>
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<i>Notice that the author has not stated that the prices are exclusive of VAT. This serves to present the pricing as less expensive. Bu then we go on to other costs to be factored in...</i></div>
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There is also two other costs that you would need to factor in,</div>
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<span style="font-family: Gill Sans;">Administration Fee</span><span class="Apple-tab-span" style="font-family: 'Gill Sans'; white-space: pre;"> </span><span style="font-family: Gill Sans;">£245 - This covers your for 3 main areas of insurance, Loss Damage & Theft, Cancellation & Abandonment and Public Liability Insurance to the value of £2million. </span><i style="font-family: 'Gill Sans';">Such admin fees are similar to the charge you receive when using an ATM in some stores which charge you up to £1.99 for you benefiting from the convenience of using their service. But my company for one has these insurances in place and this '</i><span style="font-family: Gill Sans;"><i>Administration</i></span><i style="font-family: 'Gill Sans';">Fee' is perhaps being presented as a 'Compulsory Fee' rather than an optional fee. But one question to ask if you were considering paying the fee is - just how much commission is the event organiser receiving on this income stream? The author's hope is that exhibitors will simply pay it.</i></div>
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Registration Fee<span class="Apple-tab-span" style="white-space: pre;"> </span>£270 - However this is refunded in full if the invoice is paid within 3 weeks. As we are are already within 3 weeks from the event and all invoices must be paid before the event we can literally ignore this cost.</div>
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I have attached a copy of this years brochure, media pack and floor plan. The floor plan isn't quite up to date with the bookings that have come in this week, but I can still accommodate various size stands that companies may wish to book.</div>
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<span style="font-family: Gill Sans;">Obviously I would be delighted to have you exhibit this year, but a question I would like to ask is, that bearing in mind the event is in 19 days, does that give you enough time to prepare to exhibit this year? </span><i style="font-family: 'Gill Sans';">What a wonderfully soul searching question! Beginning the question with 'BUT' and then accompanying it with a question to create uncertainty and again, scarcity. The challenge the author experiences here though is that, until he asked the question about whether I was running out of time, I hadn't even considered the possibility. As it happens, my team and I don't have enough time - so we're not </i><span style="font-family: Gill Sans;"><i>exhibiting!</i></span></div>
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If you have any questions or queries don't hesitate to let me know and if you could let me know your thoughts I would really appreciate it.</div>
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Kind Regards</div>
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This email was sent to me 3 weeks ago, and just yesterday I received an email from the same author asking if I had made a decision on exhibiting. What does this second message chasing business actually do? it discredits the content of the author's first email which encouraged me not to lose out.</div>
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If you want to not just survive, but thrive as a leader, business owner or entrepreneur, don't just accept what some people communicate to you as true, accurate or win-win. Take time to dissect their communication and reflect on the consequences and implications of you choosing to make a decision based on their, perhaps self-serving communication.</div>
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Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-62274065582684282522013-09-16T07:22:00.001-07:002013-09-16T07:22:18.471-07:00When Will Jamie's Italian Learn That Bullying Customers Is Bad For Business?<span style="font-family: Verdana, sans-serif;"><b>What are your thoughts on tipping in restaurants?</b></span><br />
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<span style="font-family: Verdana, sans-serif;">Do you feel socially obligated to leave a tip following a decent meal which is accompanied by decent service? Or, do you feel that you reserve the right to decide for yourself as to whether you would like to leave a few spare quid to the waiter or waitress?</span><br />
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<span style="font-family: Verdana, sans-serif;">Perhaps you and I are in the same boat here. Personally, I prefer to leave a tip if a financial reward, in addition to the cost of the meal and refreshments has been earned by good food and at least 'good' service to match. By 'good' I mean friendly, attentive and responsive service, and not 'Well it wasn't as bad as the last time' standard.</span><br />
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<span style="font-family: Verdana, sans-serif;">Now here's the thing for you and your organisation. Do you really understand the impact your customer facing colleagues have on your trusting customers and/or end users? And do you understand what impact, positive and negative, they are having on your organisation? If you don't, it's a very precarious position to find yourself in, as you never know who will be so disappointed or frustrated by your quality of service that they never return to purchase your product or service. And this (once again) is the challenge I experience on visits to Jamie's Italian, Leeds.</span><br />
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<span style="font-family: Verdana, sans-serif;">Bear in mind that Jamie Oliver is not just a chef, and a rather fantastic one at that, he is an entrepreneur. An entrepreneur with stakeholders such as financial investors, employees and perhaps even his family. But ultimately, Jamie Oliver is a national and international brand. And as we've witnessed in recent years with the likes of some of the UK's biggest financial institutions and high street retailers, when a brand is damaged, sometimes it just never recovers.</span><br />
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<span style="font-family: Verdana, sans-serif;">Here's the challenge, the gripe, the complaint and feedback for Jamie and Jamie's Italian managers in Leeds. </span><br />
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<span style="font-family: Verdana, sans-serif;">'<b>Stop bullying diners in to leaving a tip</b>.'</span></div>
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<span style="font-family: Verdana, sans-serif;">If you take a look at my previous blog post about this outlet, you will see just how abhorrent I feel the practice of underlining the wording on the bill which states that tips are not included in the price of your food and drink. Not only is wording underlined, but some staff (who I expect have chosen to work at this outlet and not on a bare minimum wage), choose to *asterisk* the wording so as to draw the customers attention to their plight. Their plight being extremely self-serving, unethical as well as downright unprofessional.</span><br />
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<span style="font-family: Verdana, sans-serif;">But as you'll notice from my previous blog post, the very same practice has been implemented by more than one member of the waiting staff. What suspicion does this raise for you? Is it one or two rogue waiting staff looking out for themselves, or, is this practice more of an organisational or management practice which the waiting staff are instructed to undertake? Well, as you can see from the photo below, and the photo in the earlier post, there is a standard in place here.</span><br />
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<span style="font-family: Verdana, sans-serif;">The strange thing in all of this? Even though I understand in quite some detail how (ethical) influencing works in a business and personal context, this disgraceful behaviour demonstrated by two of Jamie's Italian staff resulted in me feeling rather uncomfortable. So uncomfortable in fact that on the first occasion I took the opportunity to express my concern and discomfort to a member of the management team in Leeds. The strange thing about the incident this past weekend was, the lady serving us was absolutely first class. So brilliant in fact, I mentioned her brilliance to the manager on duty. So why does a hospitality 'professional' feel the need to get involved with trying to rip off diners?</span><br />
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<span style="font-family: Verdana, sans-serif;">Let's work out the maths on this activity. You're a waiter and in one hour you look after seven tables of diners. There are two diners on each table and each table of guests 'tips' you £2 each. That's £14 straight in your pocket and I do wonder whether this income is declared to HMRC. And over a seven hour shift at £14 per hour tips and excluding the hourly wage, that's a whopping £98 per shift.</span><br />
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<span style="font-family: Verdana, sans-serif;">If I lacked even a small amount of decency I'd pack up my running my own business and become a waiter at this outlet. Well, just look at the income. Wouldn't I be a fool not to?</span><br />
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<span style="font-family: Verdana, sans-serif;"><br /></span>Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0Western Europe55.7765730186677 -4.570312536.2604695186677 -45.8789065 75.29267651866769 36.7382815tag:blogger.com,1999:blog-7300725869315921575.post-72379447677118482082013-04-22T00:02:00.000-07:002013-04-22T00:04:10.783-07:00Emotional Intelligence Training For Luis Suarez?The latest episode in the ever so entertaining saga of football player Luis Suarez was performed yesterday in Liverpool's game with Chelsea. Whether you notice it or not, the behaviour of Luis Suarez draws some significant parallels with organisational managers and team members.<br />
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A review of Suarez's history in the sporting arena reads like a comedy of self-serving and blatant cheating. His behaviour goes way beyond the 'diving for a penalty' standard which has become more and more popular each and every season as professional players seek to gain from every opportunity, whether within the rules or not. This 'professional' possesses undoubted skill and the ever elusive ability to be in the right place at the right time during high-pressure matches. The down side is that he also possesses an unparalelled ability (and willingness) to breach the rules, strike out at opposition players and then, entertainingly, feign injury to move attention away from his behaviour and shift it to the opposing player he has attacked, whether it be a verbal or physical attack.<br />
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Suarez's decision to bite the right arm of Chelsea player Branislav Ivanovic was just that. A decision! OK, he may have made his decision in less than one second, but, he CHOSE the behaviour he demonstrated. Whatever his protestations, whoever he may choose to blame, Suarez owns his decisions and he owns his behaviour. If you have watched the clip of the biting incident, you will have noticed that immediately following Ivanovic falling to the ground, and attracting the referee's attention, Suarez began to limp. He began to limp, even though, Ivanovic hadn't impeded Suarez in any way. Are you noticing anything in this pattern? Isn't it the spoiled kid getting ready to blame the boy next door for making him lash out? Is it not a clear demonstration of the blame culture that the UK as a nation has promoted and endorsed during the past 20 years? As the UK is finding now, the blame culture has quite literally returned to bite it on the ar...m!<br />
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<b>How Is This Related To Managers? </b><br />
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Have you ever worked for, or even appointed a manager who achieves the results, but leaves a trail of destroyed relationships in their wake? Or how about working alongside a manager who again, achieves the results, is quick to accept the credit and receive the plaudits, but even quicker to absolve him or herself of responsibility when something doesn't go to plan. It's the old finger pointing habit which only serves to destroy trust and collaboration, and when this happens, projects are delivered more slowly, more expensively and this impacts your organisation's bottom line, whether you operate within the private or public sector.<br />
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As Liverpool Football Club is finding with this latest outburst from Suarez, it is very easy for the boss to say 'No player is bigger than the club.' But, such behaviour can be extremely difficult to address if the team member him or herself choose not to, and of course, when the player regularly demonstrates athletic brilliance in and amongst toxic behaviour which only serves to draw negative attention to your organisation.<br />
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Isn't it a challenge when you have a member of your management team who, because he or she possesses rare or amazing technical knowledge and/or skill, simply do not get managed proactively to promote a trustworthy, collaborative and healthy emotional climate within their team and within your organisation? You may not realise the real cost to your organisation until it is too late. Much like Liverpool Football Club!<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-19438133804627850882013-04-18T08:23:00.001-07:002013-11-10T08:44:12.321-08:00What Can Jamie Oliver Learn About Customer Service?I'm happy to admit...I'm A Fan!<br />
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Jamie Oliver has been extremely successful in not just building and growing a financially successful business empire which includes publishing, online products and a chain of restaurants (including one brand which does a commendable job of helping individuals who have faced, or continuing to face severe personal and emotional challenges, learn how to cook, and often, gain employment in either one of his outlets or elsewhere.<br />
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<b>So what can Jamie Oliver learn about customer service?</b><br />
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The major lesson to be considered is '<i>Remember that it is wrong to demand tips from your customers</i>.'<br />
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My wife, daughter and I enjoyed a fantastic lunch last week at Jamie's Italian in Leeds. The food was easy on the eyes and light on the tummy. I am definitely not a chef or proficient cook. The only time I invest in the kitchen at home is either when I've been 'encouraged' to do the washing up, or boiling the kettle for a cuppa, so I have no idea how fresh the ingredients were that served to produce a wonderfully array of enjoyable meals for the three of us. But, the one thing I am proficient at, being a typical Yorkshireman, is spotting and appreciating when '<i>good</i>' or '<i>excellent</i>' service has been provided by the waiting staff allocated to us.<br />
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<b>OK Service...With An Unwelcome Twist! </b><br />
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If you have ever visited Harvey Nichols cafe in Leeds, you may (or may not) have noticed that when your bill arrives, it already INCLUDES a service charge of 10% of the total bill. Rather cheeky, as this 'service charge' isn't reserved for the usual group of six or more diner. Even if you visit on your own, you get smacked with the supposed 'service charge'. Why does Harvey Nichols do it? Well, there could be a number of reasons, and they may (or may not) include:<br />
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<li>It's Harvey Nichols...and you don't expect it to be cheap or reasonable do you? You pay to 'enjoy' Harvey Nichols' brand. </li>
<li>The cafe hopes that you, the trusting customer, will be too embarrassed to ask for the 'service charge' to be removed from the bill, so they take their chances...and a liberty too!</li>
<li>The cafe is being blatantly greedy, subversive and eager to scrape in every last penny it can...perhaps because of their hard working, completely professional and oh so responsive staff.</li>
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There may be other reasons of course, and the above are just my humle opinions rather than a statement of fact or truth. But why is it that this brand (as you'll see, just like at least one member of staff at Jamie Oliver's Leeds outlet) feel that it is fair, reasonable or even right, to actively impose such charges on customers, who are ultimately paying their employee's wages, whether or not during a time of austerity?<br />
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<b>Back To Jamie's Italian, Leeds</b><br />
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So, we've enjoyed a lovely meal, lots of laughs and the bill arrives. The waitress who has been 'OK', nothing spectacular, presents me with the bill by placing it down in front of me, wrapped in a promotional leaflet for the restaurant. Yes, the bill is correct and that is absolutely fine. Now it comes to the discussion with our nine year old daughter about what, if any, tip to leave for the waitress. And this is where the trouble begins!<br />
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Not content with waiting to be pleasantly surprised with a reasonable tip, for OK (aka 'Average') service, the waitress decided to rather visually draw to our attention the fact that 'Service Charge is not included' by underlining the sentence and asterisking the line too. Why? Of course, to draw our attention to the fact that she either, felt she was worth, or indeed expected, us to tip her. Why? Not because she is perhaps worthy of a tip. After all, the food was fantastic, but the service was nowhere near that standard. She wanted to inform us of her desire to obtain additional income from us, simply because she wanted to!<br />
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The final line in this comedy of customer dis-service can be seen on the receipt below. How overbearingly patronising is it to focus attention on a self-serving action, to then write 'Thank you' at the bottom of the receipt?<br />
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Mr Oliver. Please understand, your customers are not always right. But on this occasion, someone your organisation chose to employ, entrusted with your brand, and pays to be 'professional', got it very badly wrong. Is this just one example of the darker side of the hospitality industry? And more importantly, is this a behaviour that your leadership and <a href="http://www.managementtrainingleeds.co.uk/" target="_blank">management</a> teams actively encourage and endorse?<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0Leeds, West Yorkshire, UK53.801279 -1.548567000000048253.6512535 -1.8712905000000482 53.9513045 -1.2258435000000483tag:blogger.com,1999:blog-7300725869315921575.post-26416719038408599012013-03-29T11:41:00.000-07:002013-03-29T12:53:51.321-07:00Emotional Intelligence Training Benefits<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-66596275726355325252013-03-22T06:00:00.000-07:002013-03-27T09:01:04.979-07:00Cut Training Costs & Boost Results<div class="separator" style="clear: both; text-align: center;">
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With training budgets for management training and team building training being slashed due to the uncertain economic climate, an alternative and worthwhile option is required when it comes to providing worthwhile and meaningful learning for managers.<br />
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<a href="http://www.themanagementtrainingchannel.co.uk/" target="_blank">The Management Training Channel</a> is a completely portable management training and coaching portal that is available 24/7 via any internet-enabled device. The BIG benefits of this solution are that:-</div>
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- Managers can learn 'on the go' rather than having to take a day out of the workplace. This means that the user can access any number of the current 137 subject-specific audio and video casts within the portal - before that important meeting or challenging performance management chat.</div>
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- It costs just pennies per day for a single-user and discounted subscription options are available for corporate clients. Look at it this way, a 180 day unrestricted access pass for one user is just £199. Remember, this is just £199 for a full 6 months of expert support!</div>
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- <a href="http://www.themanagementtrainingchannel.co.uk/" target="_blank">Managing remote teams</a> can be quite a different challenge to managing a team based in the same geographical location. The Management Training Channel provides instant access to expert coaching, because which manager wants to be calling their boss regularly asking for guidance and help? Not many I expect.</div>
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So, that's <a href="http://www.themanagementtrainingchannel.co.uk/" target="_blank">The Management Training Channel</a> and it's available to you now. Go take a look!</div>
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Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-76740658736889343602013-03-21T05:40:00.004-07:002013-03-21T06:48:45.241-07:00Employee Engagement - The Facts<div class="separator" style="clear: both; text-align: center;">
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<a href="http://www.summittraining.co.uk/" target="_blank">Employee Engagement</a> continues to be the buzz phrase in a tough economic climate. With under pressure bosses needing to navivate choppy waters, face uncertainty on a daily basis and keep their customers and stakeholders happy - or at least not as 'unhappy' as they may be, keeping employees motivated, committed and focused is quite a challenge.<br />
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This infographic details some research data together with my recommendations on how you and your organisation, whatever industry, whatever size and whatever culture you operate within, can boost <a href="http://www.summittraining.co.uk/" target="_blank">employee engagement</a>.<br />
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Yes, I know, it's always easier said than done. But it CAN BE DONE, and quickly too. Take a look and feel free to share your thoughts with me.<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-12194149851992357592013-03-07T02:10:00.000-08:002013-03-07T02:34:04.720-08:00Enabling Learning In Your ColleaguesSo so often I observe well-meaning coaches and managers 'showing' a colleague how to successfully undertake a task or procedure. Of course, sharing information, knowledge and skills is a vital contributing factor to every organisation.<br />
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BUT, the challenge manifests when the educator, manager, coach or well established colleague simply shows the learner what to do, in what order and at what 'reasonable' speed. Especially frustrating for the learner, even though s/he is very likely to speak up and mention it, is when the educator appears to become frustrated with the slow pace at which the learner 'appears' to be learning. The subsequent 'Give it here, I'll do it and then you can do it' comment really doesn't help, motivate or engage the learner who, is for all intents and purposes, proceeding slowly because s/he wants to get it right. Or at the very least, doesn't want to get it wrong!<br />
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<b>Impulse Control Gone Crazy</b><br />
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Busy managers and coaches need to develop an awareness of how to effectively set the scene for learning to take place. As I mentioned to an audience of teachers recently, '<i>Just because you are teaching, it does not necessarily mean that your audience members (students) are learning</i>.' The very mention of this fact stimulated fantastic discussion amongst the <a href="http://www.emotionalintelligenceforteachers.co.uk/" target="_blank">teachers</a> who, albeit unwittingly, had been on auto-pilot setting when teaching.<br />
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A key challenge for those entrusted with <a href="http://www.coachingskillstrainingcourses.co.uk/" target="_blank">teaching colleagues</a> new skills, processes and procedures is the absence of effective impulse control. Their desire for immediate gratification 'I want this done now', is exactly the same principle that applies to you, me or anybody else who <i>really</i> wants that biscuit, glass of wine or feels the need to shout and ball at the driver who just pulled out in front of us at the junction. It's poor impulse control at it's very worst!<br />
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Here is a 5 minute audio that will help you to coach others to learn more effectively, confidently, and very likely, more quickly too. <br />
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Enjoy<br />
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<a href="http://summitpodcasts.s3.amazonaws.com/Enabling%20Learning.mp3" target="_blank">http://summitpodcasts.s3.amazonaws.com/Enabling Learning.mp3</a>Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-23457628423225228422013-02-11T01:06:00.007-08:002013-02-27T01:05:41.584-08:00Emotional Intelligence Training For TrainersEmotional Intelligence Training is often reserved for managers and leaders. Why? Well, largely because managers and leaders are responsible for, and expected to, enable and engage team members to perform at, or near, their best each and every day. Quite a challenge!<br />
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But one audience overlooked all too easily is <a href="http://www.emotionalintelligencetraining.co.uk/" target="_blank">Emotional Intelligence Training</a> for trainers. The very people who are charged with educating and encouraging your employees to undertake their role effectively, and connect with your customers, internal and external, in a professional manner.<br />
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But why is Emotional Intelligence Training so important and valuable for your organisation's training team and HR partners?<br />
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Emotional Intelligence Training can help you and your colleagues to learn some proven, easy to use 'soft skills' that can deliver 'hard' results, and it doesn't matter whether you are a private, public or charitable organisation. These <a href="http://www.emotionalintelligenceskills.co.uk/" target="_blank">Emotional Intelligence skills</a> and competencies are as relevant and effective in virtually any environment.<br />
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<b>Some of the specific benefits of Emotional Intelligence Training for Trainers include:</b><br />
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<ol>
<li>How to develop empathy to engage learners (including reluctant learners) in their self-development. </li>
<li>Developing emotional resilience and greater ability to bounce back from learning 'failures' more quickly and easily.</li>
<li>Boosting collaboration in the learning environment through improved facilitation competence rather than the 'Chalk and Talk' approach. Remember, just because you are presenting does not mean that your audience members are learning!</li>
<li>Promoting more personal ownership of applying learning without appearing autocratic.</li>
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The benefits of Emotional Intelligence Training for Trainers are immense and these are just a few. So, if you want to boost the effectiveness of your management training, team building, assertiveness skills, coaching skills or an abundance of other vital skills to help your organisation prosper, developing <a href="http://www.summittraining.co.uk/management-leadership-development/emotional-intelligence-training/" target="_blank">Emotionally Intelligent Managers</a> and Trainers can definitely help you.<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0West Yorkshire, UK53.759083254181661 -1.565046492187548253.459146254181661 -2.2104934921875481 54.059020254181661 -0.91959949218754822tag:blogger.com,1999:blog-7300725869315921575.post-67982026540902838352012-12-17T02:27:00.000-08:002012-12-17T02:27:38.639-08:00Assertiveness Skills - Giving Feedback Proactively<div class="separator" style="clear: both; text-align: center;">
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Many people in business worry about not just how to <a href="http://www.summittraining.co.uk/" target="_blank">give feedback</a> to a colleague or customer, but the consequences and implications for them personally having given it. This is especially true when the recipient of the feedback is your line manager, or a long-standing and profitable customer.<br />
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But <a href="http://www.summittraining.co.uk/management-leadership-development/assertiveness-training/" target="_blank">assertive communication</a> isn't about being aggressive and/or forcing your opinion, view or position on to another human being. Indeed it's anything but. So how can you provide feedback to another person, without them feeling they are being attacked, but whilst maintaining rapport and a win-win outcome?<br />
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It's pretty straightforward and easy to do, with a little practice and an element of self-awareness too. And, in the short video, Dirk Bansch, Director of Learning and Development at <a href="http://www.summittraining.co.uk/" target="_blank">Summit Training</a> shares with you two easy to use methods of giving feedback and inviting agreement on how you will <a href="http://www.summittraining.co.uk/management-leadership-development/assertiveness-training/" target="_blank">communicate</a> together in future.<br />
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Give it a go and let me know how you get on.<br />
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Scott <br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0York, UK53.9622908 -1.081899499999963253.663384799999996 -1.727346499999963 54.2611968 -0.43645249999996316tag:blogger.com,1999:blog-7300725869315921575.post-59266976930695909482012-10-03T23:43:00.004-07:002013-11-10T08:43:07.140-08:00Management Coaching <span id="goog_1471577901"></span><span id="goog_1471577902"></span><br />
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Management Coaching is often overlooked as a vital performance improvement tool. After all, the individual has been promoted because they have demonstrated a certain, and acceptable level of competence in their previous role, and hopefully, potential for being successful as a manager.<br />
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But it's not always that simple. Many managers are promoted to the role because they were technically competent as a technician, where they were responsible for their own performance, rather than having clearly demonstrated the ability to encourage, enable, motivate and support others to commit to, and work towards, the achievement of specific organisational goals.<br />
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Do you think that m/any of the managers in your organisation would feel comfortable in asking you, their boss, for assistance in developing their skills in managing priorities, which are often conflicting priorities with somewhat challenging deadlines, or how to turn around poor performance and engage team members? If they would, fantastic! If they wouldn't, you may be losing out on a significant amount of potential added value, and indeed, better results.<br />
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Here is an example of just how effective and worthwhile a one day management coaching session can be.<br />
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If you would like to optimise the effectiveness of your managers, why not get in touch with my team at <a href="http://www.summittraining.co.uk/" target="_blank">Summit Training</a> by emailing <a href="mailto:Info@SummitTraining.co.uk">Info@SummitTraining.co.uk</a> or calling 0845 052 3701.<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0Leeds, West Yorkshire, UK53.801279 -1.54856753.6512355 -1.864424 53.9513225 -1.23271tag:blogger.com,1999:blog-7300725869315921575.post-10612561283190267812012-09-07T05:07:00.000-07:002012-09-12T00:48:46.763-07:00Emotional Intelligence In Education<div class="separator" style="clear: both; text-align: center;">
<span style="font-size: small;"><br style="font-family: Verdana,sans-serif;" /></span><span style="font-size: small;"><span style="font-family: Verdana,sans-serif;">With the need for an value of Emotional Intelligence becoming more accepted in schools and universities, we take a look at one Head Teacher of an OFSTED rated 'Outstanding' school and how developing emotionally intelligent teachers will benefit his school, staff, students and parents.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana,sans-serif;">Emotional Intelligence training for teachers is something of a new development. Why? Largely because head teachers are so focused on ensuring that their data, quality and outputs are sufficient to achieve the best possible OFSTED rating possible. And, this is completely understandable. Alongside the safeguarding of students, OFSTED is the number one priority for head teachers. </span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana,sans-serif;">Many schools are now exploring how emotional intelligence training can support their teaching and support staff to improve the quality of learning, help students manage disruptive emotional impulses and of course, unacceptable behaviour patterns too. But one head teacher has gone one vital step further than many. He has decided to apply emotional intelligence skills to how he and his staff communicate and collaborate with parents.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana,sans-serif;">Take a look at how Mr Jim Inglis, Head Teacher of Altrincham C E Aided Primary School is focusing on improving the quality of teaching with emotional intelligence.</span></span></div>
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<a href="http://www.emotionalintelligencespeaker.co.uk/" target="_blank"><span style="font-size: small;"><span style="font-family: Verdana,sans-serif;"> http://www.EmotionalIntelligenceSpeaker.co.uk/</span></span></a></div>
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-25756289120403834372012-08-21T04:50:00.001-07:002013-11-10T08:42:53.110-08:00Management Training Course With A Difference<div class="separator" style="clear: both; text-align: center;">
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Management Training courses can all too often be too much theory, too many Powerpoint slides and nowhere near enough hands-on, brains-on learning by doing.<br />
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We supported DHL Express in Bahrain to develop 25 of their high potential managers, and they absolutely loved being actively involved in team building activities - and personal reflection time throughout their 6 day management training course.<br />
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When you are seeking to appoint a management training partner, remember to look beyond the glossy brochure and super-cool web site. Look for testimonials you can verify and a commitment from your selected partner to transfer knowledge, skills and competence to your in-house team. That's where you lasting ROI is generated.<br />
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<a href="http://summittraining.co.uk/" target="_blank">SUMMIT Training</a> and <a href="http://www.scottwatson.co.uk/">http://www.ScottWatson.co.uk/</a> are the sites you may wish to explore.Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-83445721181604461442012-08-21T04:39:00.002-07:002012-10-03T23:51:26.104-07:00Team Building For Managers<div class="separator" style="clear: both; text-align: center;">
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Management Training expert Scott Watson presents his unique approach to developing high performing management teams.<br />
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Exploring how to improve collaboration, personal ownership of performance and develop high trust relationships, Scott's audience were repeatedly tested in a series of hands-on management team exercises that reflected the daily challenges (and headaches) they face in their workplace.<br />
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Find out more at <a href="http://www.summittraining.co.uk/">http://www.SummitTraining.co.uk/</a> and <a href="http://www.scottwatson.co.uk/">http://www.ScottWatson.co.uk/</a><br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-24011346039271288932012-08-21T04:29:00.002-07:002012-10-03T23:50:26.556-07:00Team Building Expert Scott Watson<div class="separator" style="clear: both; text-align: center;">
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Team Building expert Scott Watson presenting on why teams fail to deliver lasting value to their organisation - and how to ensure that they do!<br />
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Scott had a group of high potential entrepreneurs for one day and helped them to realise that success is not an accident - and neither is failure! <br />
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<a href="http://www.summittraining.co.uk/">http://www.SummitTraining.co.uk/</a> is Scott's main site with <a href="http://www.scottwatson.co.uk/">http://www.ScottWatson.co.uk/</a> being his leadership development and corporate speaker site.Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0Middlesbrough College, Dock St, Middlesbrough, Cleveland TS2 1AD, UK54.5800821 -1.226934354.5708796 -1.2466753 54.5892846 -1.2071933tag:blogger.com,1999:blog-7300725869315921575.post-28589934134700212282012-08-13T00:39:00.000-07:002012-10-03T23:47:50.224-07:00For The Millionth Time - Stop Exaggerating!<b>Nothing ever words out for me. </b><br />
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I'm sure you've heard it. Perhaps even thought it occasionally. But this belief is just so inaccurate. Surely <i>SOMETHING</i> must have worked out for us at some point in our lives? If it hadn't, it's very unlikely any of us would be here.<br />
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We humans have a habit of distorting reality and creating our own meaning about what a certain situation or event means to us personally. Let me share an example with you from a coaching session with a senior manager at a multi-million pound company.<br />
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John was responsible for managing nearly 100 employees and successfully implementing a number of important projects, often three or four projects simultaneously. During the first ten minutes of our first coaching session, he shared his issues, concerns and troubles with me. How the performance of some members of his team was becoming a 'BIG' problem and he (the victim) was '<i>ALWAYS</i>' being let down by some of his more senior, project team members when they didn't meet 'agreed' deadlines.<br />
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In his own words he '<i>Got it in the neck</i>' from his boss who, on more than one occasion apparently, made John shout at his team in an effort to '<i>Get their heads out of their arses</i>' and focused on their work. He continued, 'I've warned them that if they keep <i>stabbing me in the back</i>, I'll have to get rid of them.'<br />
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Have you noticed anything about the vocabulary John is using here? Yes, they're all imaginary incidents that had never happened in (external) reality - but they were John's reality in the confines of his own mind. For John, it was all absolutely true and accurate.<br />
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As I began to politely question and challenge some of John's current beliefs about the terrible situation he found himself in, he stated that without exception, he was always 'let down' by his team. That 'If it's happened once, it's happened a hundred times' (Note: Has John been counting?).<br />
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Unwilling to accept the real source of the teams poor performance, missed deadlines and subsequent reprimands from his own boss, could be more down to his leadership, John continued to hurriedly point his finger at others rather than accept any kind of personal responsibility. He refused to move from his view of everyone else being to blame - (Note: 'Could John be <i>digging his heels in</i>?'). His tone was becoming quite aggressive towards me personally as well as the situation he was vehemently complaining about. And this is a challenge that is often encountered when coaching a senior manager who can't see a solution anywhere they look. It's not usually intentional aggressiveness, just an auto-pilot response with a purpose of preserving current beliefs - even though there's no evidence to support them.<br />
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Now, I'm all for helping people to remove barriers, resolve issues and produce better results for themselves and their teams, and I'm really rather patient too - but I can get really fed up, really quickly when someone lets their ego take over. It adds no value and can do immense harm to relationships, trust and teams if not kept in check.<br />
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After a long, deep breath, slapping my hands together loudly as if delivering a single applause, I politely and assertively said '<i>OK then John, take off your shirt please...AND DO IT NOW'</i>. John, being quite a bit taller, and a lot wider than me with shaven head and grainy North-East accent wasn't the ideal candidate for this kind of provocative approach. The look of absolute shock on his face was almost as funny as when Del Boy fell through the open bar in Only Fools And Horses. I expect you remember it well.<br />
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John's focus quickly changed from playing a very willing victim in to a state of absolute confusion and disbelief as I continued; '<i>Come on John, don't be shy, just take you shirt off.</i> I continued, '<i>I won't tell if you won't</i>'. After what seemed like minutes but was perhaps only a few seconds, John's brain was still trying to make sense of my somewhat unusual, and unexpected request. He asked me in a rather uncertain voice '<i>Why do I need to take my shirt off</i>?' I replied calmly...and slowly, 'B<i>ecause I want to see all of those scars on your back....from all of those knives - surely you will have lots of scars. Won't you?</i>'<br />
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Bursting in to a fit of nervous and relieved laughter, John stood up, leaned over the desk that separated us, and firmly shook my hand. Eager to avoid the possibility of a keen left hook, my leaning to my left was strategic positioning more than anything else.<br />
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<a href="http://4.bp.blogspot.com/-B7-5rZXMx2g/T1SlkcM46pI/AAAAAAAAAGo/JEby8IjqHFE/s1600/Idea+Bulb+-+small.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="117" src="http://4.bp.blogspot.com/-B7-5rZXMx2g/T1SlkcM46pI/AAAAAAAAAGo/JEby8IjqHFE/s200/Idea+Bulb+-+small.jpg" width="200" /></a>A few minutes later, John had eased himself out of his previously limiting thinking and moved into a more proactive, responsible frame of mind. The use of metaphor and polite challenging of John's language patterns has assisted him to learn just how unproductive they were to him improving matters with his team - and with his boss. There were no scares, just images in his mind of what a certain situation has meant to him. He hadn't got anything in the neck and neither was he always let down by his team. It just felt like it sometimes.<br />
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What followed was a very productive, collaborative coaching dialogue. John began to make real sense of the reality of the situation and took full responsibility for his part in the problem. And, from this new, more empowering position, it was easy for him to start being part of the solution.<br />
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This is both a simple and true example of how our experience of a situation or a person can be easily distorted by what goes on in our head. Think about it - how often do you hear people say '<i>This ALWAYS happens to me</i>' or '<i>This will NEVER work</i>'? Also, you could hear comments such as being '<i>Stabbed in the back</i>' or '<i>Kicked in the teeth</i>'.<br />
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As you begin to spot these patterns of communication at work, whether it is with a frustrated customer or in a sensitive meeting, become more aware of the individual perspectives and understand how they view the experience. Remember that if you do challenge the comment, do it politely and with the other person's best interests at heart. Just as with John he was experiencing the feelings in his own mind, even though they had never happened in what we like to call 'reality'.<br />
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By increasing your awareness of these types of comments you can not only quickly diffuse tense situations, but also, if you are a manager, move your team performance towards better productivity, enhanced quality and eradicate careless errors. And you can achieve this with just a little awareness and practice.<br />
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I recommend that you steer away from inviting people to remove items of clothing, or if you do, stay well out of striking distance!<br />
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<a href="http://www.summittraining.co.uk/">http://www.SummitTraining.co.uk/</a><br />
<a href="http://www.scottwatson.co.uk/">http://www.ScottWatson.co.uk/</a><br />
<a href="http://www.emotionalintelligencetraining.co.uk/">http://www.EmotionalIntelligenceTraining.co.uk/</a><br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0Leeds, West Yorkshire, UK53.801279 -1.54856753.6512355 -1.864424 53.9513225 -1.23271tag:blogger.com,1999:blog-7300725869315921575.post-28320727862423415092012-08-13T00:38:00.000-07:002012-08-13T00:38:36.502-07:005 Easy Ways To Manage Your Time More Effectively'<i>EVERYBODY seems to want my time</i>', was the rather frustrated statement from David, a very professional, and very popular Human Resources Director at a fast-growing digital agency.<br />
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David's frustration was borne from the fact that whilst he was the Director responsible for ensuring that the organisation's employees performed well at work, and maintained some form of work/life balance outside of work, he wasn't able to. The reason? He was just so popular, trusted, helpful and decent - people just couldn't seem to stay away from him.<br />
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So serious had the issue of balancing work and home life that his wife, who he said was one of the most understanding people he had ever met - had stopped understanding and started asserting her right to having a husband (and new father) with them at home - <i>in mind</i> <i>as well as in body</i>.<br />
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His wife, Dianne, had apparently claimed in a 'spirited discussion' as David put it, 'Even when you're at home with us, YOU'RE NOT AT HOME WITH US....you're at WORK.'<br />
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Haven't you had those moments when, after a(nother) hectic day at work, you get home, walk through the front door and think 'That's it, family time', or perhaps a more accurate thought would be 'What a day, but that's it until tomorrow.' All well and good in theory isn't it? But what about in practice? You know, you're relaxing on the sofa, feet up, perhaps a cuppa..or a cheeky glass of your favourite white - just to wind down of course. <br />
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But while your body is relaxed and comfortable, your brain most definitely is not. It's still thinking. It's still wondering how you're going to hit that crazy deadline that was imposed on you (but you couldn't say 'NO' to your boss could you?), how you can fit all of those meetings in to your already crammed schedule, how you need to get back to your lovely colleagues who today were so lovely as to ask you the most damaging question that exists in organisations today. You know the one, it's the one that's nearly always asked in a polite, friendly and on some occasions 'smarmy' tone - and often accompanied by a submissive, puppy dog smile that snaps your parenting instinct right into action. It's the old chestnut... '<i>Have you got five minutes</i>?' Recognise it? Dealing more effectively with this question alone can save you an hour a day. That's sixty minutes, three thousand six hundred seconds!<br />
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Here are some of the practical, easy to apply tools and techniques David implemented to not just help him manage his time, focus and priorities more effectively, but to re-educate an abundance of very decent colleagues on how and when he could be available to assist them.<br />
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<b>STOP SAYING 'YES' WHEN YOU REALLY MEAN 'NO'!</b><br />
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Sounds quite a challenge doesn't it? Especially when the person asking (and expecting) you to say 'Yes' is your line manager.<br />
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But rather than jumping straight in to the submissive mode of 'Well, I just can't', think of it in another way. A way that will help you, and your line manager to understand what's really important here.<br />
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When you operate on an auto-pilot 'Yes' with your line manager, it could be because you believe you are expected to comply with an authority figure. After all, if the task/meeting/report wasn't important - s/he wouldn't be asking you to do it, would they? And here's the really important point to bear in mind on these occasions.<br />
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You're not saying 'No' forever. You're saying 'No' for now. Until you've understood exactly what's involved, required and timescales. Of course, there are occasions when you should be saying 'No' forever - for example if there's a more suitably qualified colleague to undertake the task involved. But if you always perform well, always say 'Yes' without question, clarification or understanding, YOU'RE GOING TO KEEP BEING ASKED! Why on earth should your line manager (or indeed colleagues) consider asking somebody else to help them when you keep saying 'Yes' to every request and/or demand they make of you and your time?<br />
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Here's an easy way to create a few seconds thinking time in the middle of an authority based request or demand. Don't just read the words, connect with the authentic meaning.<br />
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<b>Boss:</b> I've just been called to a meeting and it is really important I attend. It'll take all afternoon so will you make a start on the employee training record spreadsheet? I've not managed to start it yet...I've been snowed under with so many meetings and projects.'<br />
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<b>You Normally:</b> 'Yes, no problem, I'll just get this piece of work finished and then I have two coaching sessions with members of my team booked in for an hour each and then a meeting with a manager about a team issue...but when I've done those things I'll get started on the spreadsheet.'<br />
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Madness eh? Especially if your boss then asks you to re-prioritise your schedule, postpone the coaching sessions and use those two hours to make headway on the spreadsheet. Two things to consider. One - what message does your willingness to shove your two colleagues out of an agreed commitment send to them? Two - why did you jump straight in to auto-pilot compliance? You may think that you're being helpful, but in this instance you're not. You're being extremely unhelpful!<br />
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See Prof. Robert Cialdini's book 'Influence' to see how human beings are generally 'hard-wired' to comply with authority.<br />
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<br />Anonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0tag:blogger.com,1999:blog-7300725869315921575.post-2922667955974156222012-03-06T02:31:00.005-08:002012-03-06T02:31:48.749-08:00Get Engaged With Chester Elton & Britain Has Got HR Talent Group<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-ubkkwRVJP3M/T1XmTvVfoMI/AAAAAAAAAG4/c83fRB2k2n0/s1600/RIMG0015.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="149" src="http://2.bp.blogspot.com/-ubkkwRVJP3M/T1XmTvVfoMI/AAAAAAAAAG4/c83fRB2k2n0/s200/RIMG0015.JPG" width="200" /></a></div>
Best selling author and employee engagement expert Chester Elton has agreed to join the 'Britain Has Got HR Talent' Linkedin group.<br />
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Chester is co-author of the book '<a href="http://www.ChesterElton.com/" target="_blank">The Carrot Principle</a>' and 'The Orange Revolution' amongst others. He has presented his extensive research on reward & recognition, <a href="http://www.EmployeeEngagementTraining.co.uk/" target="_blank">employee engagement</a> and retention to audiences across the globe and I'm sure group members will enjoy learning from, and sharing with Chester.<br />
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Scott Watson<br />
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Join Britain Has Got HR Talent - http://linkd.in/yKaVnI<br />
See Chester's web site www.ChesterElton.comAnonymoushttp://www.blogger.com/profile/02408713278748881230noreply@blogger.com0