Kool Results

Monday, December 15, 2008

Winding down to quality time

What is quality time? Is it a good night out with your mates? Is it surfing the waves at dawn or is it curling up with a good book?

We all value different things but it is important to make sure you are getting the work-life balance right and taking time out for yourself – whatever it is you choose to do.

At this time of year it is so easy to get caught up in all the commercialisation of Christmas and the rest of the festive season. Don’t be sucked in – particularly this year when many of us may be tightening our belts. You don’t have to spend big to get big rewards.

Make this Christmas time different. Don’t go over the top with your presents. Two well chosen ones mean so much more than five bought hastily at the last minute. Try to be more modest in what you eat. It’s not necessary to eat four times as much at Christmas – yet we all buy four times more than we would normally eat. You can still have a wonderful time without over-indulging.

Instead, it is probably more important to recognise the value of just being there with those you love and care about. If you are on your own, don’t feel you have to be at the biggest party or surrounded by fifty people to have fun. It may be better for your soul to take a walk along the beach or to go out for a long bike ride.

Often, it is one of these activities which can restore balance to a life spent the rest of the year lurching from crisis to crisis, or function to function. Slow down and have a good look at where you are at.

This year I shall be spending Christmas morning doing some voluntary work with a charity. I’ll be helping out at Hart Street for the Homeless by serving breakfast. I’ve still got time to be with my family for the rest of the day, but it is important for me to be able to help those less fortunate than myself.

Maybe the economic downturn has come at a time when we were all getting a bit too greedy. We’ve all been running on the treadmill of life just to keep up and maybe it’s time to get off for a while. We need to reassess our priorities and get back to basics.

Quality time for that homeless person will be having a good breakfast in good company. What will you do with your quality time?

Have a wonderful Christmas and peaceful New Year.

"Christmas is a necessity. There has to be at least one day of the year to remind us that we're here for something else besides ourselves."
- Eric Sevareid

Wednesday, November 12, 2008

Do you aspire to inspire?

Are you a leader who is a good role model? Do you inspire your staff so they are engaged? Sometimes I meet managers in organisations who were once highly respected in their positions but seem to have lost their edge. Their employees see them as giving false promises. They over-commit and then make excuses for not delivering.

It is vital you scrutinise your management style on a regular basis and ask yourself questions about where you are going. Once your staff stop respecting you, trust disappears and your integrity is lost. Before you get to this stage I can help you. I'll focus on specific questions to prompt self-analysis.

Are you consistent in keeping agreements, and, if not, why not?

Can you be relied upon to follow through when you commit to something?

Do you maintain regular communication with your staff?

Do you make promises you either can't or don't intend to keep?

Are you ready to apologise if you miss a deadline?

Are you continually blaming others and making excuses for yourself?

It's not easy to hold a mirror up to see how you are behaving and to become aware of any failings. One of the tools I use, besides any psychological analysis of the manager, is to perform a 360 degree assessment with your key colleagues on your leadership style. This should not be seen as a threat to you, but as providing valuable pointers to help build up your reputation and leadership style.

One of the best things you can do is to be entirely honest with your staff. If you are not able to make a deadline, say so. Perhaps you should be looking at your time management skills. Maybe you should start delegating some tasks. Tell your employee that you will support them in the assigned work, but you need them to step up if you are to deliver on time. You'll be surprised how much it frees you up, but also how the employee rises to the challenge.

It's important to acknowledge that changing your habits may take time, but will yield good results. Try looking at your challenges in a different way, as there may be an easier approach you previously discounted.

Honest and open communication and the mutual sharing of information are indicators of a good leader. If you commit to something, then unforeseen circumstances arise which force you to deviate, tell your staff. If you play it straight you will avoid damaging work-place gossip and earn the respect of your employees.

Jesse Jackson once said, "Leaders must be tough enough to fight, tender enough to cry, human enough to make mistakes, humble enough to admit them, strong enough to absorb the pain, and resilient enough to bounce back and keep on moving."

Start today to develop your leadership style.

Kool Results ... putting you first
Personal & Business Coaching
Phone: 08 8376 3492 Fax: 08 8376 3493 Mobile: 0438 017 873
Email: fiona@koolresults.com.au Web: www.koolresults.com.au Blog: http://kool-results.blogspot.com

Wednesday, September 03, 2008

Who comes first in your business?

“Our people are our biggest asset. Our people come first. We value our people.”

How many times have you read this, or heard this? How true is it in your organisation? One of the most extreme cases I have heard where this clearly is not true, is an employee I counselled who had never had a conversation with her manager. She’d been at the company for over two years.

Ask yourself when you had an in-depth exchange with your staff member. It may have been in the last month, but was it a conversation of quality? Did you say ‘thank you’ for a job well done? Did you convey to your employee a sense of how valuable she is to the success of the business?

It’s important to provide feed back to your staff, and not just in formal appraisals. Remember that the appraisal system should never be used as a disciplinary process, but more as a way to develop the individual and to provide some coaching.

If individuals feel valued they will reciprocate with real commitment to the business. They are less likely to opt for a ‘sickie’ if they feel that the organisation will really suffer without them there. They will be motivated to get out of bed on those cold, wet mornings.

Business owners are waking up to the connection between employee commitment and the bottom line. They recognise that their people should be nurtured. Jeffrey Pfeffer, writing in the Journal of Economic Perspectives, argues that “A truly enormous body of research from a number of countries shows that how people are managed affects quality, profitability, productivity and total return to shareholders.”

At Kool Results we have developed tools and strategies to help you connect with your staff, to develop them and to get the best out of them. It could be you are a victim of your own success. You may have been promoted rapidly because you are such a whizz at sales and marketing, but, if you are in charge of staff, has anyone shown you how to manage them?

In larger companies, the HR department will take care of the recruitment or selection process. They will manage the induction and development of an employee. In companies without this HR element, or where HR has stagnated, Kool Results can help. A large part of what HR focuses on today is taken up with legal requirements and industrial relations. But you should never lose sight of the fact that coaching and developing the individual is what makes HR tick, and can produce real results for your organisation.

If you remember that it’s important managers are managed to manage well then you’ll strike gold every time!

Monday, July 28, 2008

More tips from the Emotional Intelligence Tool Box.

I’ve just come back from a ten day break in Phuket. I’m relaxed and refreshed, and I had plenty of time to sit and think. Thinking and planning is an important part of your life, and your business, if you are to be successful. I was musing over the issue of Emotional Intelligence, and have pulled out from the tool kit the very useful instrument of MOTIVATION. Are you a motivated person? Can you motivate others? Read on to find out!

What gets you going?

Lance Armstrong won the Tour de France a record-breaking seven consecutive years, from 1999 to 2005, after surviving testicular cancer and a tumour that spread to his brain and lungs. He was one focused individual who did not give up on his goals.

In an age when instant gratification is the norm, how do you stay focused on a longer term goal? If you are the owner of your own business, or a manager, chances are that you are already self-motivated. By tapping into your Emotional Intelligence, and understanding what motivates you, you should be able to transpose this to others.

Satisfaction with your job is an important motivator. Make sure that you provide challenging assignments to your staff. Give them something new to accomplish. You’ll motivate them to do the job and you’ll be giving their personal development a push along too.

When setting goals for your team, make sure they are realistic. There is no better measure of success than when you achieve your goal, but no greater measure of failure than when you fall short. Break the task up into manageable chunks, and set an attainable goal along each stage of the way.

Acknowledge what it is that really gets a member of staff going. Your receptionist might love compiling a complete database on each of your clients, down to the detail of their birthday date and their partner’s name. All this minutiae might not turn you on, but it’s OK for your staff to have different motivators. Recognise different values.

Establish a good rapport with your staff. Being able to communicate with them is essential if you want them to understand where you are heading. It’s also helpful if you know where they are coming from. Maybe you have something in common out of work - a shared footy team, a love of Chinese food. It doesn’t matter what it is, but it will help cement a bond between you and your staff member.

Encourage your employees to take ownership of their work. In this way they will take pride in their job. They will enjoy getting involved, and go that extra mile for you. Make sure you praise and acknowledge success, but also, you are around to discuss any failures and to suggest ways to move forward.

Robert H. Schuller said, “If it’s going to be, it’s up to me”.

You may already be motivated. Now use your emotional intelligence to motivate others!

Friday, June 27, 2008

Is perception a device you can readily use?

We all know that nutritionists emphasise the importance of eating a good breakfast. But how many of us actually do it? Why not combine good nutrition for the body with excellent sustenance for the brain? Go and eat breakfast whilst learning something new.

I love breakfast meetings. The most recent one I attended was focused on Human Resources and the problems of recruitment in the current climate. It got me thinking about perception. How good are you at reading other people? How good is your company at getting your message across loud and clear?

Do you need glasses to see?

“I can see clearly now the rain has gone. I can see all obstacles in my way”. You may not know the song by Johnny Nash from the ‘70s, but Jimmy Cliff produced a version in the ‘90s.

Just how good is your vision? What is your insight like?

Perception is a tool we all require if we want our business to be successful. It’s not only so we can assess how our employees are doing, but also we need to know how our company is perceived by our clients.

When you sit on an interview panel, can you judge whether or not the candidate is the right fit for the company? Or do you base your decision entirely on their current set of skills?

I chatted to a woman in her forties returning to the work force after children. She was highly qualified, had excellent organisational skills, with a bubbly and out going personality. She said she missed out on an administrative role because her Excel skills were not up to speed, although she attended a course two years previously.

It is so important to find someone who suits your organisation, and supports the culture. Computer programmes and software packages can be learnt. Engaging someone with the maturity and perspicacity to cope is a rare find.

Another trap interviewers fall into is to talk too much. The rule should be 20% of the time the interviewer holds the floor; 80% the interviewee is given centre stage. Take the time to listen to the candidate. Try to gain a real insight to this person.

Once you have selected a successful candidate, be careful not to close the door on the unsuccessful ones. If things don’t work out, you may need to refer back to your second, or even third, choice. For this reason, and because it is best practice, make sure you couch the rejection comments in a respectful manner. Thank them for taking the time to come to the interview. Ask them if they require feedback. This is just another way that people can gain a perspective on the company, so it’s worth putting in the effort.

What other signals are you giving out as an employer? How do you brand yourself as a company? And what perceptions do your staff have of you?

If you are an optimistic ‘no worries’ sort of guy, then the vibes you give out are positive. The culture of your company is healthy. Your employees automatically ‘sell’ your branding in a positive way, without even realising it. They are happy, content at work, and cannot help but reflect this in their day to day business communication and interaction with clients.

A large corporation I work with lives by the mantra of the American poet Maya Angelou: “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Friday, June 20, 2008

The benefits of coaching

It’s very difficult to work or to live in isolation. When you run your own business it is not always obvious that you are doing a good job. You don’t have that constant feedback and contact from someone higher up the ‘chain of command’.

That’s why it is so good to get feedback from my clients. I can really see where and how I am making an impact. Good or bad comments – I can respond, and build on what I learn.

Of course, it is particularly pleasing when the comments are good. One of my clients said, “I can really hear your voice inside my head, guiding me”. This is when I can see that my coaching is having a benefit.

Who needs a coach?

You have to be struggling to have a coach. Not true – look at the phenomenally successful Roger Federer.

You have to be a loser to go to a coach. Not true – many successful business men and women use the services of a mentor.

The public and private sectors alike see the benefits of using the skills of a leadership coach. A government agency brought me on board to assist them in the personal development of their staff. They did not require the conventional group workshops but decided to use me for one-on-one sessions.

In an individual session, opportunities are created for the member of staff to be candid. They can overcome any barriers that might exist when communicating with other staff present. I can tailor my programme and responses more specifically.

We all learn in different ways. One-on-one provides the opportunity for the coach to maintain the staff member’s accountability, whilst giving them the tools to assist them in moving forward.

Sometimes, what impedes an employee from pushing themselves to the next level is a personal issue, rather than a competency based one. In this instance, I can focus on the make up of the individual, and suggest ways of improving self-confidence or dealing with emotional baggage. The employee ‘saves face’ and is able to move on.

Why would a successful entrepreneur give me a call? How can someone with energy, vision and drive use a coach?

One of the keys to being successful is knowing when to ask for help. These people are not afraid to seek support, or to enhance their learning in an area where they see a gap in their education. They recognise the importance of being accountable at all times.

It becomes a bit like car maintenance. If you do it on a regular basis, you don’t break down or get any nasty surprises when you do go in for a service. So too with coaching.

You check in with me on a regular basis. I challenge your thoughts and behaviour. We build up a rapport based on trust and confidence. Many of my clients say that they have a voice inside their head asking, “What would Julianne say now?” This keeps them focused and provides the incentive to move forward.

I don’t hold your hand, and prop you up. I empower you, and endorse your strengths. I keep you in tune with who you are, and where you are going.

“A good coach will make his players see what they can be rather than what they are.” Ara Parasheghian, Football Coach

Friday, May 02, 2008

Building unity from diversity

I’ve just come back from a three day seminar run by Philippe Rosinski about coaching across cultures. I was enriched by what I learnt. The connections I made will be excellent for the future of the business. But it was also a scary experience! It really pushed me out of my comfort zone, being with other international coaches with so much experience.

If I am to be the best for you, then I have to learn with the best. I need to extend myself, in order to help you grow. Personal development is never easy, but the effort you make will be rewarded by the results you produce.

How do you coach across cultures? How can you connect with people in an increasingly global market? Read on to find out….

Permission to speak!

Rosinski addressed different dimensions of his coaching (see his website www.philrosinski.com for full details) but the one I want to look at is our methods of communication.

There are many ways to communicate. Do you know how you communicate best? We express ourselves explicitly by speaking in a direct fashion. Yet many of us say one thing and mean another. We illustrate a lot of what we say by hand gestures, and other body language. This is implicit communication, and relies on us being able to observe the speaker at all times.

I coach over the ‘phone a lot, but I recognize the need to schedule a face to face meeting at least once a quarter. Then I can really gauge how you are travelling, and pinpoint any anxieties or concerns you may have.

In our increasingly global market, many argue distance and location is not a problem. Tele- conferencing and video-conferencing can overcome these barriers. There is no doubt that modern methods of communication have improved our ability to connect with one another.

But, at a conference, how often do you establish a rapport with someone over the coffee break? How many times do main points of agreement and disagreement get aired ‘off camera’ or ‘over dinner’? Video-conferencing has its place, but face to face meetings initially are essential to establish the ground rules. And subsequent ‘live’ meetings keep everyone engaged and on track.

We are so lucky in Australia to embrace a wide diversity of cultures. Generally, we are tolerant and flexible in a working situation. But beware complacency! When travelling nationally and internationally, make sure that the people you address really understand what you are saying. If you are working in Asia, it may be that there are people in your organisation who do not understand English very well. Check with them individually that they are aware of the company’s directives and policies.

It’s not just different languages, but different cultures which can lead to misunderstandings. Here, or overseas, put yourself in the other person’s shoes. How would they interpret your latest key message? Would some of the language used offend them in any way? Communicate with them face to face to avoid any potentially embarrassing situations. And remember that your way is not necessarily their way.

We communicate by email, telephone, text messages, even Skpye. We have ways today that are better than ever for communication. When you write or speak, make sure you use plain and intelligible language. Good managers lead with clarity. And have you understood what it is your team wants? Successful managers also listen to their staff.

Keep your eyes and ears open. And learn when to keep your mouth closed!