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Tag Archives: Knowledge



The Ladder of Inference is a model that was first developed by organisational psychologist Chris Argyris in 1992 and later used by Peter Senge in his book, The Fifth Discipline Fieldbook.

The ladder depicts the unconscious thought process that we all go through to get from facts to a decision for action. It attempts to explain how we tend to behave or "jump to conclusions" when faced with a "situation".

  1. We select 'facts' (although not necessarily consciously) from our data bank of experience, facts, beliefs and
  2. Once we have selected data, we begin to add meaning to it. We interpret, that is, make assumptions about what we see, hear, read, feel and we impose our own interpretations on the data.
  3. Then draw our conclusions from We lose sight of how we do this because we do not think about our thinking. The conclusions feel so obvious to us that we see no need to retrace the steps we took from the data we selected to the conclusions we reached.
  4. Our conclusions become part of our data bank - whether 'true' or distorted, they will influence future thinking.

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The ability to set goals effectively is a key managerial skill. It’s also the key to being a successful individual contributor, according to leadership expert and best-selling author Ken Blanchard.

“All good performance starts with clear goals. If people don’t know what you want them to accomplish, what are the chances they will be successful? Not very good.

“It’s very important to have work goals that are observable and measurable,” explains Blanchard. “Peter Drucker used to say, ‘If you can’t measure something, you can’t manage it.’ Measurements are important to give both managers and direct reports more clarity when assessing performance.”

So often in organizations, Blanchard explains, people forget there are three parts to managing people’s performance: performance planning—where goals are set for the year; day-to-day coaching—where the manager provides direction and support as needed; and performance review—where manager and direct report get together to evaluate the individual’s job performance.

“Of these three areas to managing performance, where is most of the activity centred in most organisations? Unfortunately, it’s on performance review.”

Blanchard believes that instead of using performance review as a way to sort and grade people, organisations should use a process that helps everyone “get an A.”

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The link below takes you to a TEDTALK given by Dr Laura Trice. 

In this quick talk, Laura explores the importance of praise, admiration and saying thank you.

Importantly, she focuses on the importance of asking for praise if you need it.

Laura also reinforces why praise (or ‘positive feedback’) must be specific and genuine.

This is a quick and powerful reminder that performance management isn’t just up to the ‘boss’ – employees (and leaders) shouldn’t be afraid to ask for feedback.

Watch and Learn: Click Here


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Financial planning helps you determine your short and long-term financial goals and create a balanced plan to meet those goals.

Here are nine reasons why financial planning – with the help of an expert financial advisor – will get you where you want to be.

Income: It’s possible to manage income more effectively through planning. Managing income helps you understand how much money you’ll need for tax payments, other monthly expenditures and savings.

Cash Flow: Increase cash flows by carefully monitoring your spending patterns and expenses. Tax planning, prudent spending and careful budgeting will help you keep more of your organisation's hard-earned cash.

Capital: An increase in cash flow, can lead to an increase in capital. Allowing you to consider investments to improve your overall financial well-being.

Employee Security: Providing for your employee’s job security is an important part of the financial planning process. Having the proper employee insurances and policies in place can provide peace of mind for you and your staff. You need to ensure that you plan the finances to pay for pension plans, sick cover, unexpected expenses such as machinery breakdowns.

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The link below takes you to seven TEDTALKS that are sure to provoke thought for coaches.  

They are divided up into a week of TEDTALKS for Curious Coaches.

The Co-Founder of TPI, Dave Phillips, once said that he made a habit of watching one TEDTALK  on his iPad every night before bed.  We encourage you to do the same thing this week.

Watch each of the videos with your ‘coach’s hat’ on, or perhaps just your ‘golfer’s hat’.

You’ll see that each speaker’s message contains innovative concepts to be applied to any form of performance and education.

Watch and Learn: Click Here


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Most of us have an innate desire to please, which can often lead us to say yes to things we would rather say no to.

Although a positive ‘can-do’ approach seems to be the best way of getting ahead, saying yes to everything can have a negative impact on work and health.

This activity is designed to help you learn how you can say no occasionally, while still appearing an enthusiastic team player.

It can be completed as part of a full development programme or as a ‘stand-alone’ exercise at, for example, a team meeting.

To download this activity Click Here


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The Chartered Institute of Management Accountants (CIMA) produce a range of 'Topic Gateways' which are intended as a refresher or introduction to topics of interest to their members and others involved in the practical application of finance within organisations.

This booklet provides a definition, overview, and applications of different planning and forecasting methods.

Planning and Forecasting Toolkit 


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