Following our participation in the 7th Middle East HR Conference held in Dubai last week, we are pleased to announce that Summit has received a number of invitations from HR leaders in the region to visit the UAE and Arabian Gulf during December 2010.
During the 4-day conference, an abundance of HR Directors and Managers approached us to discuss how we could help them overcome their most pressing challenges including:
- Succession Planning
- Attracting and retaining high-quality managers
- Supporting government initiatives to develop more home-grown talent
- Enhancing Employee Engagement in multi-cultural teams in a transient region
Summit is pleased to announce that it intends to visit Abu Dhabi, Dubai, Bahrain and Saudi Arabia during December 2010 and looks forward to being of service.
Tuesday, 2 November 2010
Thursday, 21 October 2010
Launch of New Summit Web Site
Monday 8th November sees the launch of the refreshed and updated Summit Training web site.
The revamped site doesn't just have a new look, it has a bundle of benefits including a client only video coaching academy, interactive blog and a more extensive range of training programmes and HR Consultancy solutions.
If you don't find exactly what you're looking for, please give our expert team a call on 0845 052 3701.
With best wishes
Scott
The revamped site doesn't just have a new look, it has a bundle of benefits including a client only video coaching academy, interactive blog and a more extensive range of training programmes and HR Consultancy solutions.
If you don't find exactly what you're looking for, please give our expert team a call on 0845 052 3701.
With best wishes
Scott
Friday, 13 August 2010
Influence - How Much or How Little Do You Notice It?
It seems that the most effective influencer in the UK is the magician/hypnotist/entertainer Mr Derren Brown. If you've ever witnessed Mr Brown's live show, even the untrained eye can notice that his approach is a potent mixture of trickery, sleight of hand, misdirection and exemplary timing. Twin these with a charming personality and there you have it - persuasion magic!
If you've not seen Mr Brown in action, just type his name in to Youtube and you're bound to enjoy yourself. But we don't all want to be a Derren Brown type of influencer and persuader. And that is a good thing. But we all do have situations at home, at work and in the street where we want to or indeed have to influence another human being, or even group of human beings to either start doing something or stop doing something, to do more of something or do less of something. Indeed, if nobody influenced anybody else - nothing would happen.
Are you aware of how individuals, government, companies and groups influence you? Maybe you are on some occasions, maybe not on others. I've detailed below a number of situations where we are being influenced, perhaps unconsciously or perhaps, because we pay so little attention or place so little value on the influencing stimulus - we tend to comply.
You're too well dressed to be a beggar
I've just returned from a family holiday in the city of Nice, France. Each evening an abundance of tourists explore the beautiful 'Old Town' area of the city to enjoy the architecture, the street entertainment which spans music to martial arts. But the one thing that really stood out was the fact that the 'beggars' who hounded unsuspecting tourists for money - were all really well groomed and remarkably well dressed.
A 'team' of male beggars worked the Palais de Justice square where thousands of tourists passed through and hundreds more enjoyed the cafes and restaurants. Each 'beggar' had a transparent plastic cup which they would shake as their next target approached (so the target could hear the sound of coins and so be encouraged to contribute). But who did they target each and every time? Females - females on their own, females in a group but ultimately no males were targeted. Why not? Perhaps because females are perceived to be more compliant, the beggar can flirt a little and maybe because the response from a male would be more forthright, less polite and more aggressive. See what the beggars have done? They've selected their target market, put their own money in their plastic cups to imply that other passers-by have been kind enough to contribute (to their next Armani clothing purchase) so you should too.
There's a lesson here. If you're going to beg - don't dress, look or smell like you've just got yourself ready for your first date with a beautiful super-model! It just doesn't fit the profile.
The Restaurant Bait
Again, and you'll have experienced this in many holiday destinations across the globe. Restaurants and cafes place a member or two of their team on the street just outside their hostelry to attract potential customers. But why do they always choose to employ rather attractive, in-shape and often blonde (natural or bottle) in this role? Have you ever seen a spotty, greasy-haired, ginger plump lady - or male in this position? Not a chance. Why not? Because the restaurant and cafe owners realise that where a family is passing by, it's usually the father/the male that holds will be paying for the meal and booze - and that they will most likely enjoy the 'sights' too as well as enjoying the food. You just got influenced and it cost you a bundle!
Supermarket Sweep
Why do we buy the 'Special 2-4-1 Offer' in a supermarket so often? Because it appears better value than simply buying the one item you really wanted. It's like 'If I don't buy it now, I'll lose out'. But how can we really 'lose out' by buying something we didn't really need, only wanted? Supermarket bosses use fantastic, perhaps sometimes unethical, influencing strategies to influence the shopper to just keep on shopping. Even when it comes to checkout, the sweets, chocolate and other snack foods aren't there to be of help to you - what they're really doing is providing an opportunity for you to impulse buy a product, or even worse, get your kids to pester you in to buying something for them. And wouldn't it be oh so embarrassing for you if your kid/s caused a scene in front of so many other people at the checkout?
Amsterdam Airport Has the Best Idea
You've heard it over the airport speaker system. 'Will Mr Williams flying to Dubai with Emirates please board immediately as the flight is ready to depart?'...to be followed a few minutes later by 'Will Mr Williams flying to Dubai with Emirates please board immediately as the flight is ready to depart?'
See what's happening here? A supposedly important message, with consequences for the passenger - missing his flight, and the airline - missing its slot and the potential onward delays, isn't becoming any more important to the passenger as there isn't a consequence for him. Now, imagine if you are Mr Williams for a moment and you're flying from Amsterdam's Schippol airport. This is the term they use, and it creates a very different impact.
'Will Mr Williams flying to Dubai with Emirates please board immediately or your baggage will be off-loaded from the flight?' See the difference? If you're Mr Williams, you'll actually feel the difference - emotionally and perhaps financially too. This message delivers a sense of urgency, a sense of responsibility and also a sense of consequence as Mr Williams has no control over the airline shutting the doors without him.
Low - Cost Airlines - The Devil is in the Detail...and Your Visa Card Bill
So, your flight ticket from Leeds to Paris is ONLY £5 each way. Fantastic, WE MUST GO!
You go online, choose your flights and all is looking well. Until that is, you want to take baggage, one piece each to be stored in the hold. £20 to £30 each ticket. And you'll have to check-in online as the airline doesn't employ staff to do this at the airport....DUH! so that will cost you a further £5 each, each way. So that's another £20 creeping its way on to your visa card. Oh, you want to pay by visa or debit card? That's another 2% charge of the total transaction please. But I have a question about the booking, I'd better call the airlines 'customer service' number. Oops, didn't we tell you that it's not only an 0870 number, it costs upto £1 per minute...AND THAT INCLUDES THE TIME IT TAKES FOR US TO TELL YOU YOU'RE IN A QUEUE, ATTEMPT TO SELL YOU MORE OF OUR PRODUCTS AND SERVICES not just the time you have speaking to one of our staff.
See what's happened? You've been influenced to make purchases because they feel compulsory. Of course they aren't compulsory as we reserve the right to not travel or choose another airline, but the influencing psychology is 'I MUST COMPLY IF I WANT THE TRIP'. Some call this influencing, whilst others may call it scamming!!
The lessons? Start to notice how you are being influence, who is influencing you and reserve the right to choose not to comply. You might live to regret it if you don't.
http://www.SummitTraining.co.uk/
http://www.ScottWatson.co.uk/
Monday, 2 August 2010
Cialdini's Influence Principles Aren't Just for the Business Arena
So, this isn't the usual kind of blog post. As you know, many, if not all of my posts relate directly to the corporate arena. But this one is different. Perhaps very different - in terms of subject, and also in terms of how to apply the wonderful principles and teaching of Professor Robert Cialdini (influence and persuasion), to a rather distasteful subject. The subject that is so distasteful?
Dog Mess!
Now, if the subject hasn't put you off, stick with me on this as I'll quickly demonstrate how to apply Cialdini's principles to under-pressure and often under-resourced local government officials who are charged with keeping our neighbourhood safe and streets clean.
A quick re-cap of Cialdini's principles
1. Reciprocity - you help me, now I'm obliged to return a favour to you
2. Commitment and Consistency - If you say you'll do it - do it! Keep your commitments
3. Social Proof - People will generally do what they see other people doing/or not doing
4. Authority - People tend to comply (willingly or otherwise) with those who are in authority
5. Liking - People are more influenced by people that they like.
6. Scarcity - People tend to want more of something when it is becoming scarce.
Straight to the point. Who do you fear the most, or at least far less likely to be offensive to?
a. Police Officer (a real one, not a 'hobby bobby')
b. Dog Warden (in full uniform)
Let me guess, you went for option A. Why? Possibly because a police officer has far more influence. Not just the individual, but the uniform that he or she wears represents AUTHORITY.And however much, or however little someone respects authority, the police offer has the right, and power to encourage or insist on compliance with the law. Another point is that if a police officer actually arrests you for an offence, you're far less likely to enjoy the experience.
Indeed, encouraging irresponsible dog owners to clean up the mess that their pet just made shouldn't be all that difficult if Cialdini's principles are applied effectively and consistently. Whilst people generally COMPLY with authority, they only comply when somebody is observing them - not afterwards. One example is spotting speeding drivers quickly slow down when they notice a speed camera...and then speed off when they are out of the cameras range.
Dog Mess!
Now, if the subject hasn't put you off, stick with me on this as I'll quickly demonstrate how to apply Cialdini's principles to under-pressure and often under-resourced local government officials who are charged with keeping our neighbourhood safe and streets clean.
A quick re-cap of Cialdini's principles
1. Reciprocity - you help me, now I'm obliged to return a favour to you
2. Commitment and Consistency - If you say you'll do it - do it! Keep your commitments
3. Social Proof - People will generally do what they see other people doing/or not doing
4. Authority - People tend to comply (willingly or otherwise) with those who are in authority
5. Liking - People are more influenced by people that they like.
6. Scarcity - People tend to want more of something when it is becoming scarce.
Straight to the point. Who do you fear the most, or at least far less likely to be offensive to?
a. Police Officer (a real one, not a 'hobby bobby')
b. Dog Warden (in full uniform)
Let me guess, you went for option A. Why? Possibly because a police officer has far more influence. Not just the individual, but the uniform that he or she wears represents AUTHORITY.And however much, or however little someone respects authority, the police offer has the right, and power to encourage or insist on compliance with the law. Another point is that if a police officer actually arrests you for an offence, you're far less likely to enjoy the experience.
Indeed, encouraging irresponsible dog owners to clean up the mess that their pet just made shouldn't be all that difficult if Cialdini's principles are applied effectively and consistently. Whilst people generally COMPLY with authority, they only comply when somebody is observing them - not afterwards. One example is spotting speeding drivers quickly slow down when they notice a speed camera...and then speed off when they are out of the cameras range.
Thursday, 10 June 2010
Management Development Training
The need for and value of effective management development training is often sidelined by busy executives who are so focused on ensuring that nothing goes badly wrong, that they miss the opportunity to ensure that far more things go wonderfully well.
Yes, executives do need to hit the numbers and achieve the goals they have agreed, or been set, whether it be by eager investors or other parties. And especially during or following a recession.
Executives ignore management development training at their peril. Why? Simply because the more effectively a manager performs, the more effective an organisation can be. One objection I often face from well-meaning executives is 'But who will do their work if they're on a training course?' An easy question to answer. 'Somebody else'.
There are many ways, other than traditional classroom based management training to develop your existing and emerging managers. They include:
- One to one coaching with colleagues (same and different teams and departments)
- Peer group coaching with colleagues (same and different teams and departments)
- Group learning with immediate manager
- Group learning with key internal customers & stakeholders(90 minutes per session)
- Self-directed learning with internal HR/Training team or trusted peer
- Real-time, on the job coaching
- Online learning - have you seen the extensive audio book selection on Itunes?
Management Development training and coaching doesn't have to take the person out of the business. They can learn so much 'inside' your business - but only if they are allowed the time and space to undertake such learning. And remember, just because a manager is sat at their desk tapping their pen on the desk or even staring out of their office window, it doesn't necessarily mean they are avoiding their responsibilities. It might just mean that they are thinking, or even learning.
The most effective management development training usually includes a mixture of all of the points detailed earlier. How often have you participated in a training programme, thought that the ideas and concepts were absolutely fantastic, and then, not applied your learning? We've all done it I suppose. But this isn't management development - it's budget mis-management.
I have facilitated thousands of management training programmes across the globe. But whilst so many different factors influence just how effective the learning will be, one major sticking point often appears. And that's participants checking in with the office on their mobile phone. Why do they do this? Well, there's a number of reasons including a desire to ensure that all is running smoothly, a desire to show their deputy that they care about them, a desire to demonstrate self-importance to their deputy....'Oh, you can manage without me can you?' and finally, a deep rooted fear that something will go wrong and they'll be the one who has to sort it out.
There's one simple solution to the problem of managers focusing as much, if not more, on their mobile phone and emails as there is on the learning they are being paid and trusted to participate in. And that's DELEGATE EFFECTIVELY! But that's a subject for another time.
For now though, remember that developing managers isn't all about sending them on training courses and having them return motivated for a few days, or hours, depending on the quality of the learning. It's more about providing an abundance of well-considered options from which they can select their preferred method/s of learning. In addition to this, it's down to the line manager to ensure that time and space is allocated well in advance to allow the manager to immerse themselves in a worthwhile learning which will benefit them as an individual and of course, your organisation too.
-
Yes, executives do need to hit the numbers and achieve the goals they have agreed, or been set, whether it be by eager investors or other parties. And especially during or following a recession.
Executives ignore management development training at their peril. Why? Simply because the more effectively a manager performs, the more effective an organisation can be. One objection I often face from well-meaning executives is 'But who will do their work if they're on a training course?' An easy question to answer. 'Somebody else'.
There are many ways, other than traditional classroom based management training to develop your existing and emerging managers. They include:
- One to one coaching with colleagues (same and different teams and departments)
- Peer group coaching with colleagues (same and different teams and departments)
- Group learning with immediate manager
- Group learning with key internal customers & stakeholders(90 minutes per session)
- Self-directed learning with internal HR/Training team or trusted peer
- Real-time, on the job coaching
- Online learning - have you seen the extensive audio book selection on Itunes?
Management Development training and coaching doesn't have to take the person out of the business. They can learn so much 'inside' your business - but only if they are allowed the time and space to undertake such learning. And remember, just because a manager is sat at their desk tapping their pen on the desk or even staring out of their office window, it doesn't necessarily mean they are avoiding their responsibilities. It might just mean that they are thinking, or even learning.
The most effective management development training usually includes a mixture of all of the points detailed earlier. How often have you participated in a training programme, thought that the ideas and concepts were absolutely fantastic, and then, not applied your learning? We've all done it I suppose. But this isn't management development - it's budget mis-management.
I have facilitated thousands of management training programmes across the globe. But whilst so many different factors influence just how effective the learning will be, one major sticking point often appears. And that's participants checking in with the office on their mobile phone. Why do they do this? Well, there's a number of reasons including a desire to ensure that all is running smoothly, a desire to show their deputy that they care about them, a desire to demonstrate self-importance to their deputy....'Oh, you can manage without me can you?' and finally, a deep rooted fear that something will go wrong and they'll be the one who has to sort it out.
There's one simple solution to the problem of managers focusing as much, if not more, on their mobile phone and emails as there is on the learning they are being paid and trusted to participate in. And that's DELEGATE EFFECTIVELY! But that's a subject for another time.
For now though, remember that developing managers isn't all about sending them on training courses and having them return motivated for a few days, or hours, depending on the quality of the learning. It's more about providing an abundance of well-considered options from which they can select their preferred method/s of learning. In addition to this, it's down to the line manager to ensure that time and space is allocated well in advance to allow the manager to immerse themselves in a worthwhile learning which will benefit them as an individual and of course, your organisation too.
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