Phoenix Training

Archive for the ‘Management & Leadership’ Category

Suited and Booted (out)

Posted by OliverO
Friday, November 11th, 2011
Bowler Hat Brigade

Image by socialBedia via Flickr

“What’s the dress code for tomorrow’s meeting?”- A question that I now hear on a regular basis as my sales team prepare to meet with potential clients across the UK.  It’s also a question that I had seldom heard before the start of 2011.

Until recently, we always wore business suits to any meeting, irrespective of what sector the client we were visiting worked in.  Looking back it was inflexible, but it was safe.  “You can’t go wrong with a smart suit” my old boss always used to tell me, and I never even thought that this mantra could be wrong.  Like putting on a school uniform, we therefore donned our smartest suit and boldest tie and headed off without a second thought for what the client might think of our attire.

Demonstrating such inflexibility is strange really, especially when one considers that a key part of Phoenix’s approach is based on understanding our clients and designing solutions that really reflect their culture and values, as well as their learning objectives.   Equally, we put a great emphasis on preparing for every meeting and finding out as much about the potential client’s business and yet no matter what we knew about them, we never thought to change the way we were dressed.

One of my first experiences of ill-matched dress codes arose when a colleague and I turned up at a Computer Games company wearing suits.  Within seconds of meeting our t-shirt wearing hosts, I could detect some clear indifference and there was a distinct feeling that we were ill matched in every way.  No matter what we had to offer from a learning & development perspective, it was a battle we were never going to win.  Needless to say, we didn’t get the business.

Now, the decision on what we should wear is an important part of preparing for any meeting.  Where guidance is needed, we’ll ask the client who are often surprised by the question but are equally very pleased that we’ve taken this level of interest in them.

So while a suit is still a safe option, I’d urge you to take the time to consider who you’re meeting and reflect their culture and values at the earliest opportunity.  Of course, the suit still has a key role and can really make you look the part but dress codes evolve like everything else and you don’t want to be left behind. After all, how often do people wear bowler hats to meetings nowadays?

Enhanced by Zemanta
  • Share/Bookmark

Listening – How much do you value it?

Posted by Ross Trigwell
Wednesday, October 26th, 2011

Know anyone that loves the sound of their own voice?

I recently went away on a trip of a lifetime & during the backpacking stage of my travels I met some incredibly interesting people.  One guy in particular gave me real reason for blogging.

A superb story teller, incredible intonation and engaging to say the least. The problem was that others rarely got the chance to speak for any longer than a few seconds, because every time they tried, said guy would quite quickly visualise his own related experience and take over with an “oh yeah, I’ve done that or I’ve been there too” and proceed to interject telling his own story.  You can imagine the eyes rolling, signalling the degree of annoyance.

Fair play to the guy for his self-confidence, however the moral of my story is if you don’t demonstrate a certain amount of self-awareness, you could quite easily have the direct opposite effect to what you are trying to achieve i.e. instead of engaging your audience, you disengage them.

We all do it, the point is to recognise it and strike that balance between talking and listening.

Enhanced by Zemanta
  • Share/Bookmark

What is customer service?

Posted by Martin le Comte
Thursday, October 13th, 2011

Effective customer service should be a combination of robust processes and great people, but I have found it is always the people that make the difference. That was never truer than my recent experience trying to purchase a new wood floor.  It was one of the worst customer service experiences I’ve ever had; it would have been laughable if it hadn’t been so painful and stressful.

  • Deliver – Do what you say you are going to do, when you say you are going to do it.

My flooring supplier missed five delivery slots in the space of two weeks; one of the missed slots was promised as a personal delivery by the company owner.

  • Get it right! – Make sure you have all the information you need to fulfil the customer’s request.

One of the excuses used by my flooring supplier, after the fifth missed delivery, was that they had the wrong delivery address even though I had confirmed it with them on, at least, four separate occasions

  • Take Ownership – Inevitably things sometimes go wrong, take responsibility and personal accountability for putting things right. Do everything you need to do to turn customer dissatisfaction into delight.

If the company I’m referring to had bothered to do anything that they said they were going to do to put things right – I would have simply thought that it was one of those things and been satisfied, they haven’t!

  • Communicate – Tell the customer what is happening throughout the process. The value of regular on going contact cannot be underestimated.

The flooring supplier that I used just stopped answering my calls (over 250 of them) deliberately dropping them only replying via email or text message with more broken promises! It got so bad that I was on the verge of contacting a solicitor to investigate how I go about starting legal proceedings to recover my money. Eventually, by text, I was told that the reason the supplier stopped answering my calls was that he was “profoundly embarrassed”. If he had just taken the time to talk to me the situation could have been resolved much sooner.

  • Follow up – Find out if the customer is satisfied with the product or service they have received. Ask them what you could do better and what they liked/appreciated about your company. This data is vital in improving the product or service that you offer, differentiating you from your competitors.

Needless to say in my recent experience this has not happened in any way shape or form, except that the partial refund promise has, you’ve guessed it, been broken.

On a final note, think about how many people I’m talking to about my recent terrible experience. Trust me, I’m not just blogging about it, I’m telling anyone who will listen.  Research tells us that the people that I tell will tell between 7 and 10 others about my experience to ensure that they avoid using the same supplier. That’s a lot of feedback and potentially a lot of lost sales.  From a purely commercial perspective how can you afford not to offer customers goodservice?

Enhanced by Zemanta
  • Share/Bookmark

Did you know that you could be eligible for subsidised Leadership & Management training?

Posted by OliverO
Tuesday, September 13th, 2011

The Skills Funding Agency have relaxed the criteria for their Leadership & Management programme, so more companies than ever before are able to take advantage of funded training.

How do I qualify?

There are a few simple criteria that apply, for a clear straightforward explanation please call Tim, Marina or Edward on 0207 234 0480.

How much is available?

The money available is match funding. So for every £1 you spend, the fund will put in £1, all the way up to £1000 (i.e. £2000 – worth of training)

What training can the grant be used for?

The training can address any aspect of Leadership or Management as long as it can be described as ‘enhancing strategic or people leadership skills with the aim of fostering business growth.’

Phoenix offers several open courses (for details click here) that would be suitable for this grant, or we can provide a tailored solution just for you. Typical topics clients are covering include:

  • Creating & Communicating Vision, Values & Organisational Culture
  • Setting Ground Rules & Expectations for your People
  • Developing an Effective Leadership & Management Style
  • Planning & Developing High Performing Teams
  • Feedback & Performance Management
  • Situational Leadership

The fund is finite, so we recommend you get in touch as soon as possible. We’d be delighted to talk you through the opportunity.

Enhanced by Zemanta
  • Share/Bookmark

Knowing & Developing Your People

Posted by MarinaWirkner
Wednesday, August 17th, 2011
Be Different

Image by Vermin Inc via Flickr

How well do you know your people? Do you know how to develop your staff? What makes one person tick but the other not? What motivates your people? Are your team members all motivated the same way? I guess not, what motivates one person does not necessary mean that it will also motivate someone else.  As we all know we are different, we like different things, we are naturally drawn to certain people more others, we have our own individual drivers and we all behave differently in certain situations. Now this does not mean one person is better than another it just means we have individual preferences which influence the way we act.

This takes me right to the heart of using psychometric & behavioural tools in the work place. I recently completed my Myers-Briggs (MBTI) questionnaire and it made me realise why I sometimes behave the way I do but I also realised where I get my energy from, what inspires me, how I take information in and what my behavioural preferences are. It also gave me a really clear insight into what I do naturally and how I act under stress and the impact that this can have.

I recently observed an MBTI Team Event and found people warm very quickly to the idea of this particular tool. People are usually interested in their own preferences and behaviours and the impact they can have with their work colleagues and/or friends. The training session was very facilitative and discussion led, enabling everyone to understand their own preference and also that of their colleagues. At the end of the day Lawrence, our Senior Learning Consultant  created a team chart for everyone to add their individual “best fit” to, which provided a clear view of where the team’s strength and development areas lie.  This was something they could refer to on an ongoing basis and served as a reminder for the whole team.

MBTI is often used for team development days to improve internal and external communication and to help understand yourself and colleagues. From a manager’s perspective if you know what motivates your people it will help you to challenge, satisfy and develop them appropriately. It will also help you to see the strengths in your team and its many diverse characteristics.

For a better idea of what we can cover in this type of event, please have a look at our recommended MBTI course “Myers-Briggs – Optimising Team Performance” which will be specifically tailored to any organisation. http://www.phoenix-training.co.uk/courses/Team-development/Myers-Briggs-Optimising-Team-Performance

Enhanced by Zemanta
  • Share/Bookmark

Commercial Awareness

Posted by JamesAshburnham
Monday, August 1st, 2011
The Bigger Picture

Image by krossbow via Flickr

In these challenging economic times, the importance of having commercially aware staff has been brought into sharp focus.  When I worked for Virgin Active (many years ago), the CEO would hold a monthly meeting in which he’d share with all his staff the latest facts and figures; milestones passed and targets yet to be achieved.  As someone with a background in sales I always appreciated this, but many of my colleagues would grumble about attending, believing that because they worked in customer service, or marketing they didn’t need to understand how well the company was performing, or what the current EBITDA was.

Unfortunately, this attitude can be found in many organisations, particularly larger ones, and can be hugely damaging.  Sales people lacking in commercial awareness may end up passing on goods or services at a loss to the company, whilst still managing to achieve their own targets.  Customer service reps may habitually give away more value than the company can really afford.  Developers may spend valuable time on a project that their employer will struggle to bring to market, yet all these staff may still wrongly believe they are doing what’s best for their employer; worse still, they maybe unwittingly creating unnecessary work for colleagues in other departments – especially in organisations where ‘siloing’ is the norm.  All this leads to inefficiency, and ultimately affects the bottom line.

Commercial awareness goes beyond just understanding the financial position.  It means ensuring that all staff understand their leadership’s vision and are working together to achieve the same goals.  It means each department engaging the others when making decisions.  It means working smart, for everyone’s benefit.  It means seeing the bigger picture.

Phoenix run a challenging, business specific and highly practical commercial awareness programme.  We can also help leaders and managers communicate their vision more effectively, and think more strategically.  For more information, please get in touch.

Enhanced by Zemanta
  • Share/Bookmark

How can I give my staff more responsibility?

Posted by MarinaWirkner
Friday, April 15th, 2011

Why is it so hard for managers to pass on responsibility to their colleagues? What is it with letting go of tasks? Is it because we are afraid of losing an enjoyable part of our job or are we scared that the person we pass the responsibility on to will not do the job properly?

The problem with delegation is that it can be a slow process, especially in the early stages.  There are always concerns that you will actually end up much busier because you will need to spend additional time coaching and training your colleagues.  However, developing your staff is a vital part of your job which takes courage, patience and skill and in the long run, it will create great benefits for you and your organisation. For example, it will create valuable time for you to concentrate on those areas that are really business critical, it will motivate your staff and help them to take responsibility and it will also satisfy you on a personal level, seeing your staff grow and develop.

A great way to delegate appropriately is by knowing your people; once you truly know your people, it will help you to identify what to delegate and to whom. Make a list of all the things you can & cannot delegate, then identify the skills your team already has and match them against the tasks you would like to delegate. This way will also help you to create an individual development plan, knowing what skills already exist and what else needs to be learnt to enable your staff to do a specific job. Make people aware of your own standards and what is expected of them but be aware that mistakes do happen – it’s only natural and your colleagues will still need your support. Let go and teach your people to take responsibility.

You can learn much more about delegation in our Essential Management Skills open course which will give you a greater insight into how to handle any potential challenges and if you need any informal advice on this subject, please get in touch with me and I will be happy to help.

Marina Wirkner
marina@phoenix-training.co.uk

Enhanced by Zemanta
  • Share/Bookmark

Coaching by accident

Posted by Ross Trigwell
Wednesday, April 13th, 2011
National Express route 561, London - Leeds - B...

Image via Wikipedia

“Do I need qualifications before I can coach? ”

In this day and age coaching qualifications are becoming increasingly popular. Perhaps people are seeking validation, bolstering their CV or is it merely an extension of our league-tabled, ‘measure everything’ culture? However, reflecting on this recently it struck me that the best coaches will often not even realise they’re doing it.

Imagine you knew absolutely nothing about coaching and began to manage a bright team of systems analysts.  You have a surface level knowledge of the system but that’s about all; these guys are experts and have a hunger for spreadsheets, number crunching and data.  You are credible amongst the team members because of your status and achievements from previous positions so they look to you for guidance.

On day two of the job, one of the senior team members approaches you with an intricate problem, and says “I need your help; I am stuck with a system issue”.  Your initial thoughts are how can I possibly help? But you stay calm and invite them to your desk where you begin to find out what the problem is.  First you ask “What are you trying to do?”  They explain the desired outcome and you ask “How would you normally do it?”  They show you and your curiosity for what they need to do is growing, and you begin then to explore the options using their knowledge.

After a handful of your curious questions to understand the problem, a light bulb moment occurs for them: “I can’t believe I didn’t see that” they say.  Just before they go, you check a few things, you say “talk me through how it will work?” and “What are the risks?” and finally “What are you going to do now?”

They answer your final questions and you are confident that they know exactly what they’re doing.

Job done!

To coach a person they must already have the knowledge and skills to be drawn out.  These are two possible scenarios that you might come across: they have a blind spot or some kind of mental block and need a fresh view of the situation, therefore you can enter a coaching conversation; or they don’t yet have the skills or knowledge and coaching is not appropriate – you will need to look at training, telling them directly or referring them to an expert for help.  Below is a common coaching structure, how does it fit with the above example?

1)    What are they trying to achieve?

2)    Where are we right now, what is the reality?

3)    What are your options – what could you do?

4)    What’s the way forwards?

In summary, coaching is about asking questions in order to raise awareness and whilst having a qualification would be great I have a strong feeling that you have at some point already been effectively coaching. Keep it up…

Enhanced by Zemanta
  • Share/Bookmark

The motivating & the not so motivating

Posted by Ross Trigwell
Tuesday, March 8th, 2011

A few weeks back I heard a group of people discussing the well known TV star and fitness instructor Mr Motivator.  The discussion turned to a debate about whether or not Mr Motivator was actually motivating.

Quite frankly, I would find anyone prancing around in skimpy spandex leotard rather scary; however, on the flip side, others may find it thoroughly motivating.  If we translate this back in to management, what it is telling us is that when trying to motivate people, one size doesn’t fit all.

How many of you reading this blog would consider yourselves as motivators?

When delivering training I often ask the group what makes a motivator? ‘Enthusiastic’, ‘happy’, ‘lively’, ‘development focused’ and ‘full of energy’ are some of the standard responses.  My answer however would be: knowing the people you are trying to motivate is what makes a motivator.

As human beings we all have our own distinctive motivational drivers, they are often drivers that on a surface level are not easy to spot.  For example, if I am motivated by playing team sport, what is it that I might find motivational: the team work, the competitiveness or the challenge?  If I am motivated by doing the filing, what is it that motivates me, the consistency and repetitiveness of the work, the satisfaction of the resultant order, or the recognition I get from doing it well?  These examples illustrate just how easy it can be to make the wrong assumption – finding out what drives people is in itself a challenge.

Your best chance of being a motivator is to know your people, understand what floats their boat and why.  Then create an environment and provide the conditions that stimulate desire for them to work towards the goal.

Recognise, challenge, delegate, develop, praise, train and as a leader your people will respect you, and both your team and you will reap the benefits of high performance and happy employees.

And whatever you do, don’t wear a spandex leotard into my office, it won’t work!

Enhanced by Zemanta
  • Share/Bookmark

Storytelling: the best communication tool a leader can get

Posted by Karen Glossop
Wednesday, March 2nd, 2011
burning-oil-rig-explosion-fire-photo12

Image by visionshare via Flickr

When Stephen Elop, the newly appointed CEO of Nokia wanted to rouse his employees into reacting to their loss of market leadership, he sent a memo to the whole company. He began it with a story.

At first glance, the story had nothing to do with mobile telecommunications. It told of a man standing on a burning oil platform faced with a stark choice: waiting to burn to extinction along with the flaming rig or to risk the plunge into the freezing water in hope of rescue. After securing his audience’s attention with this arresting image, Elop explains his metaphor.

“We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven’t been delivering innovation fast enough. We’re not collaborating internally. Nokia, our platform is burning.”

Just as the man on the platform had to behave differently and do the unthinkable, so did Nokia executives.

Only a few days after the circulation of the memo, Elop and Steve Ballmer, Microsoft CEO posted an open letter announcing plans for a broad strategic partnership that “combines the respective strengths of our companies and builds a new global mobile ecosystem.” Moreover, Nokia would adopt Windows Phone as its primary smartphone strategy.

So why not merely announce the partnership rather than waste time with unconnected anecdotes about oil platforms?

Elop needed to prepare his people emotionally for the changes ahead. Elop’s story instilled in them a sense of urgency which would align them all in a new business direction.

Let’s explore how storytelling helps a leader influence his or her organisation.

Traditionally, we look up to storytellers as bearers of wisdom, who embody a special authority which trumps hierarchical roles. In pre-historical societies, the storyteller was the group member who dispensed knowledge essential for the survival of the tribe, using a range of analogies and metaphors. This was a creative endeavour. Somewhere in our primitive brains, we haven’t forgotten that, and we still respond. This is why great leaders need to be great storytellers.

What stories don’t do is simply supply information in a neutral way. They present events, people and facts in a certain light. Our interpretations are covertly – and thus irresistibly – directed. Stories get under our skin. That’s what makes storytelling such an effective tool for influencing. Once Elop had seeded the image of the burning oil platform in the minds of his employees, it would have been very difficult for them to resist his interpretation of Nokia’s market position, and the conclusion that drastic action had to be taken.

Stories get our imaginative juices working. They make us curious about what else there is to find out – some stories satisfy that curiosity with a ending, others prompt us to ask more questions and get involved – so we supply the ending ourselves. In this instance, Elop provided the happy ending a few days later with the announcement of a rescue in the shape of a lifesaving partnership with Microsoft. By telling a story first, he guided his people towards seeing this change as positive solution to the crisis rather than a new threat.

Top ten tips for inspiring storytelling

1.     Think about where you are in the story. Are you an outsider to unfolding events, or the main character?

2.     Make sure you are taking your audience on a journey. Stories are full of events and revelations which take the audience somewhere new.

3.     Don’t rush. The pleasure is in the telling.

4.     Allow yourself to see the pictures, hear the sounds, smell the scents, savour the tastes. Then your audience will too.

5.     All the best stories contain transformations. Think about what transformation you want your audience to experience by the end of the story too.

6.     Stories don’t have to be original to be effective; they do have to be told with conviction and sincerity.

7.     Audiences love it when you re-integrate a detail you’ve casually mentioned earlier – especially when it holds the key to your story’s resolution.

8.     A pause, a look, a gesture all can convey as much, if not more, than words.

9.     To keep your audiences on their toes, use… suspense!

10.    The greater the range of emotions in your story, the deeper the connection you will build with your audience.

Enhanced by Zemanta
  • Share/Bookmark