Tag Archives: Skills
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.
Everyday we connect with and forge relationships with new people.
In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.
An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.
This resource will help you form a clear message about you, so you can easily share it with others.
Want to Know More? Visit
The Art of the Elevator Pitch: Chris Westfall - Click Here
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".
- We select 'facts' (although not necessarily consciously) from our data bank of experience, facts, beliefs and
- 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.
- 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.
- Our conclusions become part of our data bank - whether 'true' or distorted, they will influence future thinking.
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.”
Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.
Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.
There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.
Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. The same event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.
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.
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