Kool Results

Organised chaos or balanced lifestyle?

2011-04-04T10:19:00.001+09:30

In a workplace that works, employees will have the skills to share their ideas, innovation and commitment. In a rapidly changing world, this will result in leadership qualities that will shape the future of your workplace.

Workplace well-being is a holistic approach to creating high performance organisations through establishing the right conditions to generate high levels of employee engagement.

What strategies does your workplace have in place to support employees in reducing work/life struggles and creating a healthier lifestyle which in turn will improve productivity.

It is important to make it as easy as possible for people to balance their work and family responsibilites.

Encourage your workplace to:
• Understand the issues of work and life balance.
• Learn about workplace trends that may support employees to find a better balance.
• Define individual priorities.
• Find strategis for coping.

Have you done your fine tuning?

The digital clock on the wall flashes red. You look up, and realise that it's seven o'clock and another hour has gone by. And you are still at the office! Was that you yesterday? And the day before?

When was the last time you took a good long look at your work practices? Are you getting the work-life balance right? You may be trying to steer your team through the rough waters of change, but working excessive hours is not the solution.

Long hours and unreasonable demands made on your staff will lead to a reduction in productivity, to sickness, and to a general loss of moral. As a manger responsible for the well being of your staff, make sure you have set them realistic targets, and encourage them to priorities.

When you are leading others, it is rare for someone to give you the recognition you deserve, and to offer your encouragement. That is why it is vital to reward yourself. Use the time driving home to reflect on how productive you have been, and what you have achieved. By the time you reach home you should have dumped all your work issues, and be ready to relax properly, and to re-energise yourself.

There is a new breek of managers and CEOs who recognise the importance of maintaining their staff's well-being. The positive results being produced is evidence that it works!

I was asked what I do to relax, and to ensure that I have head space. I moved to the beach deliberately so I could be in an environment which nurtures my soul. I have fun with my children; I meet with friends and have a laugh; I go to heh gym. I schedule time into my weekly work routine to do something I know will refresh me.

We are real people, with different needs. We all must learn to manage in our own manner, in a way which is best suited to our particular circumstances. But I guarantee you, create this balance, find this space, and you will be successful at work and at play.

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

Major Change

2011-03-07T09:09:00.002+10:30

Don’t ask what’s in it for me – but what’s in it for us

How do you deal with major change? This can come in all guises – it might be relocation, an organisational restructure, the introduction of new IT processes, or a takeover. Regardless of what it is, your attitude is critical to the success you will have in overcoming the challenge.

As a leader of your organisation or team it is essential you have strategies in place to help your staff and customers cope through periods of flux. Life has to go on, so don’t let your service to customers suffer during this process of change. Your staff will also need support to adjust to any change, so continue to listen to them carefully. Above all, if you display strong leadership you will offer confidence and continuity.

As long as you communicate effectively with your clients, and keep them in the picture, they will be reassured by your confidence. Allow your staff the opportunity to debrief; there may be a lot of emotion involved, so empathise with them and be aware of their anxieties. Explore their insecurities and offer workable solutions to overcome their fears. In larger organisations the HR Department will be trained to manage this. In smaller companies it’s usually down to the owner or director.

Communication is always the key. Fear of the unknown is a very real fear, which some cope with better than others. If you explain to staff at every step of the way what is happening, and why it has to happen, you will allay these fears and you will get them to buy into the process. As you work through the problem together you attain the best solution. Be aware of their working environment and anticipate any obstacles they may come across, so you can smooth the way. Keep checking in with staff to monitor how they are travelling. This is just as important three months later as well as three days later.

And who is there to support you as a leader? You need the opportunity to off load all the negative emotion that may be dumped on you. You need to have time out to nurture yourself through this change. As a coach, not only can I offer you support and be a sounding board, but also I have tried and tested strategies which allow people to move through a change successfully.

You’ll be able to show customers and staff alike the way forward. You will pull together as a team. Collectively, the strength of the individuals will produce a powerful force to take on change and respond to it in a positive way.

They must often change who would be constant in happiness or wisdom.

Confucius

For more information about change check out Dr Adam Fraser’s article “Why change is so hard to do” at www.dradamfraser.com

The New You!

2011-02-21T10:32:00.002+10:30

What does the New Year mean for you? Will you head off in a new direction and maybe apply for a new job? Do you have a fresh vision for your business? Or are you thinking of having a party for that special age you turn this year? Whatever is new for you, it is most likely you will have to sell this idea – or indeed yourself – to a particular audience. How are your presentation skills going to hold up?

At Kool Results we can offer you advice and tips for speaking out confidently.

Effective presentation skills

When you get up to speak do you come over well? You may be required to give a presentation; speak at a public event or appear at that crucial second interview for a job.

What’s your current style? Is it death by power point or are you able to make that emotional connection with your audience? In a presentation you will need to provide facts and figures which are accurate, but can you do it in such a way as to inspire your audience? Make sure you bring your personality to bear on the talk. Offer anecdotes and tell a story to illustrate your facts. If the audience can relate to what is being discussed they will become actively engaged. Story telling is a legitimate way of doing business, so use it if it works for you. Remember not to stray too far off topic in case your audience really does think you are in fairy-tale land!

Maybe it’s not a product or idea you are trying to sell, but it’s you at an interview when you seek a career change. The interviewers will have seen and heard it all before, so how can you make a point of difference? What do you need to do to stamp your personality on the job? This is where coaching is particularly valuable, as a coach can improve your self-confidence and self-awareness. When your strengths are high-lighted, you can recognise the qualities you do have and become empowered to express them confidently. Most people find it challenging to sell themselves – particularly women – so it is important to enhance these skills.

In the December newsletter we talked about social intelligence and its importance. When you are at a team meeting, perhaps trying to sell a new idea to your people, it’s particularly important for you to get staff on board. You need to engage them and get them to share your values. They won’t be convinced by raw data, dry graphs and pie charts. So use the other strengths you have; maybe it’s your sense of humour and your spontaneity. Bring your personality into discussions so they can share in your passions and dreams.

Whatever the nature of the presentation you need to make, being at ease and comfortable with yourself is the key. Use some of the tools suggested, and then try to imagine you are having a chat with the audience to break down any barriers. Just as you need to feel comfortable, the audience will be far more receptive if they are at ease and engaged with your style.

Have a look at some of the greatest television interviewers. The chat show host, Michael Parkinson, had real skills in not only relaxing his interviewees, but also in engaging the television audience so they felt they were in the same room.

You may never have to appear on television, but Kool Results can help you become the best speaker and best presenter you possibly can be.

Christmas is coming....but what does it bring?

2010-12-03T13:02:00.002+10:30

I am sure most of you will have noticed the baubles, streamers and trees in the shops which indicate that Christmas is around the corner. Apart from sending us all into panic, some of us may genuinely fear all the social expectations at this time, whether at work or at home. Have you had a good look at your social skills recently? When you are in a leadership role, how you behave towards your staff is critical to how successful a leader you are, and, ultimately, critical for the success of your business.

Social intelligence – the sort of present we’d all like to have!

We are all familiar with emotional intelligence, but what about social intelligence? Do you have the ability to empathise with your staff in order to motivate them? Daniel Goleman’s book ‘Social Intelligence: The New Science of Human Relationships’ explores the concept that effective leadership requires a real ability to promote positive responses in your staff. It’s about how to get your people on board so they buy into the same values and goals as you.

There is scientific evidence which suggests positive behaviour is infectious! When you see the results on your bottom line you know you are doing something right. The ability to retain staff is important, as is getting greater commitment out of them which often leads to an increase in sales. Creating a positive attitude in the workforce will consolidate good employee relations. If there is a ‘disconnect’ this can have negative ramifications.

We have all come across highly intelligent people who are experts in their field, but lack the ability to transfer this knowledge to others. Or maybe they are competent in the laboratory, but lack interpersonal and relationships skills to work effectively with colleagues, let alone take on the role as a leader. Goleman’s research has uncovered new evidence that suggests social intelligence has its roots in our biological neurons.

Goleman calls these ‘mirror neurons’, where we pick up, whether consciously or not, signals from another person about the state of their emotions, merely through the way they behave. Our own neurons then ‘mirror’ these emotions. So, in a business environment, a leader’s emotions and actions can be picked up by others and they can share a similar experience.

This is a very powerful concept and the importance of being upbeat cannot be underestimated. A leader may deliver a good performance appraisal, but in a negative and non-empathetic way. The result will be a dissatisfied employee. Conversely, a different leader may give negative feedback, but deliver it in such a way as to make the employee feel good and positive about how he may improve his performance. Feeling good about yourself improves confidence and enhances success at work. When you have several people in your team feeling satisfied, a positive environment is created.

In collaboration with Richard Boyatzis, Goleman has written ‘Social Intelligence and the Biology of Leadership.’ In it, social intelligence is defined as having seven main elements:

1. empathy – the ability to understand people and to be aware of their needs, particularly when dealing with people from other cultures

2. attunement - tuning into the moods of others by careful listening

3. values awareness - appreciating business culture and understanding social networks

4. influence - appealing to people’s self interest and gaining the support of key players

5. personal development of others - providing the necessary coaching and mentoring

6. inspiration - articulating a compelling vision and bringing out the best in people

7. teamwork – promoting teamwork through co-operation and collaboration

So what can you do if you feel your social intelligence is not up to scratch?

We can all work on strategies to improve social intelligence. At Kool Results we will observe how you work and offer objective and constructive ways to help. By using us as your mentor, we can design a plan to improve and to enhance your existing skills to become the best you can.

And what better present can you want than that?

Women in Business

2010-12-03T11:56:00.002+10:30

I was speaking to someone from overseas the other day and he said he never thought he would see the day when Australia elected a female Prime Minister. His perception of Australia was that our culture was very ‘blokey’. So you would think that the appointment of Prime Minister Julia Gillard was the result of great change, an indication of how successful women have become in the workforce. Think again. In the recently published report by the Equal Opportunity for Women in the Workplace Agency (EOWA) it made clear that the number of female key executive managers and board directors in the ASX 200 has hardly changed over the past eight years. In comparison with New Zealand, the UK, Canada, the US and South Africa, Australia has the lowest percentage of women in the most senior positions.

So what exactly is going on?

What women want.

What are the benefits of having women in the workforce?

According to a report commissioned by McKinsey in 2009 companies with three or more women in top management out-performed companies with no women executives on every organisational and financial indicator. With increasingly diverse customer bases, those companies where women work alongside men in parity do a lot better than those dominated by men alone. Creative and talented individuals are more likely to be attracted to work in companies where they see greater potential for social change –businesses where women’s input and development is recognised and encouraged.

Businesses with an equal or large proportion of women tend to be friendly and encourage collaboration. The organisation is less combative in its approach and staff tend to be developed and nurtured.

How do we get women into the workforce?

To recruit more women and to be prepared to elevate them to positions of seniority according to their skills it is crucial to have a supportive senior executive. If they buy into the idea, the drive will be far more successful. And it’s not sufficient to have the token woman on the Board. Women need the support of other women in similar roles, to share their ideas and to start making a real difference. Women in particular value the opportunity to network.

What do you need to do to retain these women in your organisation?

Have a look at the values your business espouses. Are they clearly defined and clearly implemented? Women set great store by good ethics displayed within a company. Are you able to identify talent at an early stage and do you promote personal development and opportunities to realise potential? Do you offer flexibility and family-friendly policies to allow both women and family men to develop professionally? Do you reward the contributions made by women from the bottom to the top?

In America there is increasing evidence that women are starting their own businesses in an attempt to have control over their careers, to gain more freedom and flexibility, recognition and money.Think how successful your business could be if you could harness and retain this potential.

How Kool Results can help.

We have tried and tested policies to recruit and retain women. We can help you increase opportunities for women in leadership roles by showing you how to offer women high-profile assignments. We will work alongside you to educate your managers on the importance of advancing women who display potential. We will show you how women can be mentors to other women and how to allow the women who work for you to be themselves, not just to emulate men in order to succeed to the top job. Remember that power comes from sharing information with others, not from withholding it.

"The good news for women is that business now wants collaborative leadership, relationship skills, sharing of information, and win/win negotiation—skills that come easily to most women."

Nancy Clark, CEO of Womensmedia, Inc.

Give them wings and they will fly

2010-09-23T11:12:00.001+09:30

Is it Tom, Dick or Harry working for you?

To get the best out of your staff you really have to know them. If you are able to connect with your employees you are going a long way to being a successful manager. Take a typical supervisor, John, in an organisation. Could you answer the following questions about him?

Why does John want to work for you?

What has been his greatest achievement this year?

Does he have a professional goal for 2010?

How long has John been working for you?

If you are unable to answer any of these questions about one of your own employees then you are probably out of touch with your staff, and out of touch with your business.

We know that to get the best out of people they need to feel understood and valued. Are their strengths recognised and appreciated? What are their weaknesses and have you helped to overcome any of these?

When an employee knows his manager believes in him, he is inspired. With the confidence and backing of a mentor or someone in a senior position he has all the motivation he needs to succeed.

So what do you have to do to gain a better understanding of your staff? This is where the coaching approach is useful. As a good manager, you will already have in place annual reviews and performance appraisals. But you need something on a more frequent and perhaps less formal basis, to check in on progress and to allow a two way dialogue.

Maybe schedule a time for the last Friday afternoon of the month when you chat to your employee about what’s been going on. What problems have they encountered? Have they succeeded in their targets? Are they making progress on a particular project? Do they have any staff issues on which they need advice? It’s a two way process – the employee needs to be open in his approach to you, but, as a manager, you have a duty of care for each member of staff you employ. Use it as an opportunity to mentor and guide your staff member, not to rescue him or to tell him off.

Across the work force I hear business owners and managers groaning at the thought of taking time out to find this space. But it doesn’t have to be a long and drawn out chat. Maybe ten minutes every Monday morning will suffice. Or have a regular weekly meeting with key staff members so communication channels are open, and everyone is kept in the picture.

Generation Y is motivated by more than money and they have different demands at work: they want recognition for doing a good job and regular interaction, with less formal ‘appraisals’. But whether it’s gen X, Y or Z, everyone needs and deserves feedback and recognition from their boss.

Don’t overlook your good people, the competent ones who show initiative. You trust them to do a good job. You leave them to their own devices whilst you deal witcoch the less able or more difficult employees. Good workers love responsibility and the chance to shine, but they also love the pat on the back, the glow from a word of praise. If they see they are appreciated they’ll work even harder for you the following week.

Keep in mind your role as a coach, bringing out the best in your staff, and offering them the ability to chat things through. The good ones will respond positively, and take off running. The less able ones will benefit from you empowering them to tackle the next challenge, secure in the knowledge they can come back to you next week for further guidance.

A good leader creates the space to allow each employee the opportunity to grow and to be the best he can.

What’s coaching all about?

2010-09-23T11:10:00.001+09:30

Why is coaching important?

I have devoted myself to coaching for all my working life so I have to know that it is worthwhile. I am a great questioner, and constantly reflect on what I am doing to ensure I do not become stale. So here’s why I think coaching is an important tool. Coaching increases a person’s self-awareness. Through a set of careful and penetrating questions the coach can identify an individual’s strengths and weaknesses. The individual is encouraged to take on more responsibility for their own actions and, ultimately, they experience personal growth.

What’s coaching all about?

The cornerstones of good coaching are:

effective listening
acknowledgment of the issue
ability to guide and move on

I’m not some guru with all the answers to every problem, but I am able to use a set of powerful questions which trigger off pertinent responses in my clients. My questions may make a client uncomfortable; they will certainly cause them to reflect deeply; they will stimulate surprising answers. To all of these responses I listen carefully. Often a client will not know the answer but I make sure I don’t jump in to rescue him. My questions are open-ended, and I will always discuss the ‘how’ of a situation rather than the ‘why’, which may suggest blame.

I try to empathise with the individual and identify what is happening beneath the mantle of words. I am always in a space of curiosity, delving more deeply into the problem to seek answers.

Once we have identified the issue which troubles the individual, I make sure that we acknowledge this. By recognising a person’s openness and honesty when confronting any weaknesses, they can shed this baggage and increase their confidence. We approach the problem together in a positive way. We look at all the options available; we discuss what worked and didn’t work for them in the past; we identify areas where extra support may be helpful and we continually prompt the question – “What else can be done?” As we dig deeper towards the root of the problem, solutions arrive on many different levels.

Finally, we identify the desired outcome and create a framework to enable the individual to be accountable. In this stage it is important that I, as the coach, am there merely to offer advice and guidance. The client must articulate a plan for the future which he finds achievable, created by him.

So how does this relate to you today?

Skills learned during a coaching session can be used by you as a manager. For instance, in conflict and resolution situations you can encourage openness and honesty. Challenge your team to put all the issues on the table. It may be uncomfortable for them, and also for you, if they question some of your decisions. But by listening to what they say; by recognising the problem, and by arriving at mutually satisfactory outcomes you’ll be laying the foundations for a culture of trust and respect.

So will I continue to coach? Absolutely. And can these coaching skills make a difference to you as a manger? You bet!

Are you a gold-plated employer?

2010-07-02T22:36:00.001+09:30

Are you an employer of choice? Do employees seek you out to work for you? What’s your reputation out there in the work place?

The type of question likely to be asked by an interviewee today is, “Why would I want to work for you?” I was sitting on an interview panel the other day and a candidate asked just this question. The unthinkable had been asked! But staff are in a much more commanding position today and you have to be prepared to sell your company to them. Despite the Global Financial Crisis, here in Australia there seems to be plenty of work about. Individuals can be choosy about where they work and for whom. So what is it they are looking for and can you satisfy their demands?

What’s in it for me?

It may be time for you to think differently about what your company is offering. Are you immersed in company branding and values to such an extent that you lose sight of the bigger picture? An interviewee will consider the culture of your organisation but his focus will be on a different set of criteria:

· What career development will I be offered?

· How does the company look after their employees?

· Do they really value them?

· What’s this company’s reputation out in the workplace as an employer of choice?

What’s in it for me is the bottom line for the candidate!

Have a look at your interview processes. Maybe invite someone onto the panel who will be working with the candidate. They will be able to assess the candidate’s ability to fit in, and provide a refreshing insight of the company. Or get a person in who is independent of the organisation to help you with the recruitment process. He or she will provide a frank and unbiased assessment which you can consider and which may force you to reassess how your company operates.

I can hear you asking “That’s all very well for the candidate, but what’s in it for me, the employer?”

Firstly, the interview is a great opportunity for you to promote your business. You should be proud of what you do and assured that your company is the best to work for. Secondly, if this person is good, then you want them working for you, and not for the opposition! Regard the interview process as a two way conversation to share information, not as a grilling session.

Once you have employed someone, how do you look after your staff? Do you continue to engage them after you’ve sold them the job? Will their work challenge them and motivate them? Can you continue to offer them opportunities to grow? You must have in place procedures which address all these issues and map out a clear career path.

It’s not just Generation Y who are looking for work-life balance. Many mothers returning to work want to be fulfilled in their jobs, but are looking for flexibility. Increasingly, men play a larger part in running a household, so they, too, are looking for understanding and tolerance.

Attitudes to work have changed. It is no longer just about the money or the career. So you need to change too and refocus your business priorities if you want the best outcomes. With a satisfied employee you have a motivated and happy worker keen to contribute to the success of the business.

You’ve got the win-win outcome you wanted!

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

Girls just want to have fun...

2010-06-30T01:50:00.003+09:30

But then so do guys too. And companies are waking up to the fact that a happy workplace, where you might even have fun, promotes creativity and productivity.

Happy and optimistic people are more likely:

to be fulfilled
have a healthier life
have a better memory
to be resilient
to explore new opportunities and different ways of doing things
to see the bigger picture
to be better negotiators
to be more creative

Isn’t this a great prescription for being positive? And think of the ramifications for your organisation if you have people working for you who are like that.

We acknowledge that there will be times when we face challenges and periods of negativity, but it’s how we address these setbacks which is important. It’s what we learn about ourselves when confronted with adversity that makes us more resilient. Remember too that a successful and positive outcome is usually the result of hard work and meticulous preparation.

There were many speakers at the conference who addressed the issue of how to be happy and how to work towards positive outcomes. Barbara Fredrickson (1) used the analogy of a yacht and a keel. The sail is visible on the surface, responding to winds, racing along effortlessly. Underneath, all the hard work is being done by the keel, as it steers, taking advantage of the currents and tides, to maintain the equilibrium above.

Hugh McKay (2), a social researcher, actually challenged the whole concept of happiness. His address was entitled “Is Happiness Beyond our Control?” He argued that “thinking positively is all very well – better than thinking negatively, no doubt. But thinking realistically has even more to commend it: to be realistic is to acknowledge that the richness of life lies in its contrasts, its light and shade, and in our capacity to experience and deal with the full spectrum of human emotions and responses.” (3)

And Barry Schwartz (4) continued with this theme. His book, “The Paradox of Choice: Why More Is Less” highlights how the multitude of choices we have in the developed world can exacerbate unhappiness. We go to the supermarket and have to choose between different teas, cereals, biscuits...the list goes on. We have to choose between a beach side holiday; a walking trek; a cultural tour of European cities. High class problems, but still a tyranny of choices.

So how do you relate this to your workplace, to ensure the best outcome? As the leader of your organisation you need to be a good role model. Your staff look to you for direction and will emulate positive behaviour. You don’t need to walk around with an inane grin on your face all day, but do react constructively when your staff bring you a problem. Set realistic goals for you and for your staff. Make sure that you have done the necessary preparation before you tackle a complex project.

There are many ways to define happiness. But most people agree that living a full and whole life goes a long way to achieving some sort of satisfaction. Be realistic. And try to make someone happy today – you’ll be amazed by the positive vibe which it generates.

(1)http://www.unc.edu/peplab/barb_fredrickson_page.html

(2) http://www.hughmackay.com.au/

(3)http://www.smh.com.au/opinion/society-and-culture/is-happiness-beyond-our-control-20100510-uo2e.html This is an edited extract of Hugh Mackay's speech at the Happiness & Its Causes 2010 Conference.

(4) http://www.swarthmore.edu/SocSci/bschwar1/

Micro-managing or managing minutely?

2009-08-10T13:43:00.000+09:30

Are you afraid of the tag ‘micro management?’ Do you think you will be accused of interference if you set in place communication channels and spell out your directions?

When you set clear goals and highlight the expectations you have of your staff, this is not micro-managing. When you put procedures in place to encourage feedback, this is not looking over their shoulder all the time. This is sound and responsible leadership.

As a leader you need to be visible to your team. Engage your staff through clear communication and transparent policies. You need to convey key messages, and respond positively to feedback.

Follow these simple steps to make sure your communication is spot on and accountable.

• Preparation. Before meeting with a staff member make sure you are clear in your own mind what expectations you have of them in this role.
• Documentation. List these expectations and give examples of what it is you have in mind. In this way there will be no room for doubt or misinterpretation. Make sure the staff member has a chance to make a contribution too.
• Review and feedback. Ensure you set up regular meetings for the future when you can discuss what progress the staff member has made and how it has impacted on the business.

In any procedures involving change I ensure I get together not only the staff member concerned, but also his or her manager. We sit down as a team to discuss what the expectation is; we work out how we are going to achieve this; we agree when this will take place. In this way a clearly-defined framework is created.

Don’t assume that your staff know what your goals are. Check that they really understand the direction in which you want to take the company. I meet many managers who are frustrated with their staff. They criticise them for not meeting management expectations. I usually hold up a metaphorical mirror to this manager and get them to have a good look at themselves. Have they been crystal clear about what it is they want? They need to ask themselves the question: what can I do differently to engage with this staff member?

And so we come back to visibility. It is critical to follow a step by step process, with a schedule of meetings and explicit documentation. But don’t hide behind your emails or your telephone. There is no substitute for a face to face encounter. You can read the employee and judge just how they are travelling. They will feel so much more supported if they have this one on one opportunity with you.

If you look back at the strategy of warfare, the commander would ride out at the head of his army into battle. Whilst we are not at war with the economy, these are turbulent times. By being a visible presence, showing clear direction and communicating well, you will provide the reassurance and direction your staff need.

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

Will you remain afloat?

2009-08-10T13:40:00.001+09:30

Australian unemployment rises to 4-year high

SYDNEY, March 12 — Unemployment in Australia rose to its highest level in nearly four years, official figures showed today, in yet another sign of the global economic downturn.
The Australian Bureau of Statistics said the unemployment rate was 5.2 per cent in February, up from 4.8 per cent the previous month. Total employment rose by just 1,800 to 10.8 million, but full-time employment decreased by 53,800. Part-time employment was up 55,600.
Economists had forecast that the jobless rate would rise to 5 per cent and that total employment would fall by around 20,000.
The global downturn that began to bite last year has brought about a swift reversal of fortunes for Australia's economy, which has enjoyed 17 consecutive years of growth fuelled by voracious demand from China and elsewhere for its mineral exports.
Although Australia is not yet officially in a recession, figures released last week indicate it could be headed that way. Australia's economy shrank 0.5 per cent in the last quarter of 2008 — the economy's first contraction in eight years. Australia considers its economy in recession if it experiences two consecutive quarters of contraction.
The bad news came despite the efforts of the federal government and the Reserve Bank of Australia to bolster the economy. The government passed two multibillion dollar stimulus packages in the last few months, and the central bank cut its key interest rate by 3 percentage points from September to December last year.
"Any job loss in Australia is one too many as far as I'm concerned, but had we waited and done nothing instead of acting decisively, these unemployment figures would be much worse," Prime Minister Kevin Rudd told reporters in Canberra today.
Prospects for employment remain gloomy, with the federal government predicting a jobless rate of 5.5 per cent by June, and 7 per cent by the same time next year.
The latest figures showed states most associated with mining and manufacturing were hit the hardest, with Western Australia experiencing the biggest jump in unemployment, surging to 4.2 per cent in February from 3.3 per cent in the previous. — AP

How can you protect your business?

Many businesses will call in a coach at this time to help with their redundancy packages. This may be necessary, but why not consult with your coach as to other strategies you can adopt? Make use of your coach at this time – not just to rationalise if that is absolutely necessary - but to give you a fresh prospective on the business. A different energy could really lift the mood. Talk to your key stakeholders and work on plans to maintain an efficient practice and a strategic way forward. Concentrate on motivating your staff and maintaining strong leadership.

Efficiency and good strategy do not equal cutting lots of staff. Maybe it’s time to retrain certain members. Unlock the potential within them and you could be surprised where it goes! Ask them how they are travelling. Most staff would prefer to have a couple of hours shaved off their time rather than to lose their jobs altogether. Remember that you need to plan for the recovery – which will come sooner than you think. And if you do have to retrench workers, reassure those who are left that they are valued and important to the success of the business.

Some managers may be able to suspend rostered days off. Explain to your staff that it is only a temporary measure to ride through the bumpy times. Flexibility is what you are after from your staff and for the business.

A wage freeze may even be necessary, but it will be received in a positive light if you have prepared the ground work first. Make sure your staff know about it in advance through verbal communication and through written documentation. Depending on the size of the business it might be worth putting together a short presentation followed by an informal chat over tea and coffee.

Your qualities as a leader will really be called into question at this time. Adopt a strong stance. Your staff will take their cues from you. If your body language is down-beat and anxious, they will respond in a like manner. You don’t need to be a Pollyanna* but you can emphasise what has worked in the past and what will continue to work. Keep talking to your staff. Clear communication will prevent misunderstandings and do away with fears founded on rumour.

And don’t assume that your business is about to hit a downward spiral. Have a look at what you are doing right. Refer back to your KPIs (Key Performance Indicators) and targets. If you have been realistic and you can stick to your bench marks, you will be well prepared for what is to come. Ensure that your staff know they are achieving their targets and that they are valued, particularly if the organisation is affected by factors beyond their control.

Remember the well known words from Kipling’s poem ‘If’:

“If you can keep your head when all about you
Are losing theirs and blaming it on you;
..........
Yours is the Earth and everything that's in it,”

Winding down to quality time

2008-12-15T09:06:00.000+10:30

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

Do you aspire to inspire?

2008-11-12T14:52:00.003+10:30

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.

Who comes first in your business?

2008-09-03T15:14:00.000+09:30

“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!

2008-07-28T14:01:00.003+09:30

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!

Is perception a device you can readily use?

2008-06-27T13:29:00.002+09:30

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.”

The benefits of coaching

2008-06-20T09:25:00.000+09:30

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

Building unity from diversity

2008-05-02T11:31:00.002+09:30

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!

Are you a good match maker?

2008-03-28T09:51:00.001+10:30

I’m not referring to your love life, but your recruitment process! Do you get it right every time? Why is it necessary to invest time and money in the recruitment process?

You know the situation. You’ve just spent six months training your new recruit. Your number two has invested a lot of her time in this training, and then the employee leaves. You have to go through the entire advertising and interview process again, and you have lost money, not only on the new recruit, but also in the time spent by your experienced member of staff.

So how do you get it right? The most important point is to have a firm idea of the job role: the technical competencies required, and the personality fit.

Structure the interview, so you know you have covered all relevant aspects of the job requirements. This will include looking for the following:

Technical skills. Set simple tests for the candidate – particularly if there are a lot of IT aspects to the job.
Previous experience. By understanding the nature of their previous jobs you can assess their competence levels.
Personality fit. This is really important, and often can outweigh considerations of technical skills. Will the candidate fit into the organisation? Are their personal motivators at odds with the core values of the company?
Personal ambition. Will they be able to take ownership of the position and act independently? Is their personal ambition likely to exceed your expectations? A dissatisfied employee will not be productive.
Flexibility. In a fast paced global market there is little room for entrenched attitudes.

By keeping your questions relevant, you will establish a good rapport with the candidate. (For instance, it is not necessary, and can be construed negatively, if you ask questions about their martial status or age). As the conversation develops, maintain open questions. You will gain many pointers to their behaviour as they talk about their previous jobs and responsibilities.

Remember to sell your organisation too. Although it is they who are being interviewed, they may have only a luke warm desire for the job. If they’re good, then you want to make sure your company is the only one they want to work for!

Don’t compromise. If you really do not feel you have found the right fit for the position, it is better to re-advertise, and do further interviews, than to employ the wrong person.

If you are clear in your head about the job role, and you follow the steps above to achieve your desired outcome, you will find the perfect match.

Poisoned Ivy?

2008-03-07T12:07:00.000+10:30

“It’s not fair! I hate my job. Why should I do that?”

All too often there is a member of staff in your organisation who is uttering this. He may not say it to your face. Worse, he may be complaining behind your back.

Whose fault is it? As a leader, you should know about this employee. If you have encouraged open communication with your staff, you will be aware of such discontent. If you are accessible to your workers you can avert such a crisis.

But if you have got to the stage where there is a disengaged member of staff, how do you deal with him? How can you turn the situation around, and stop negativity seeping through the company?

Tackle the employee head on. Invite him in for a one-on-one meeting where he feels safe enough to air his grievances. It may be he has issues outside work, such as a family break down, or illness, which are causing him to be distracted.

Sometimes staff feel put on the spot, and are either too scared or too stubborn, to open up. You could be less confrontational, saying, “I’ve noticed you’ve been coming in late” or “You were a little prickly in our recent team meeting – is there a reason?”

Maybe you could appoint a ‘mentor’ to guide him if he is struggling with a particular work concept. Suggest ways where the business might be able to offer him support if he is overwhelmed by his work load.

If his behaviour continues to be unsatisfactory, despite warnings and counselling, you may have no alternative but to reassign the individual, or even to let him go.

In this situation it is essential that you follow the correct procedures, recording everything in writing, explaining the consequences to the individual, and signing all such records. The law varies depending on the number of individuals in a business, so you must check carefully with an industrial lawyer or your HR department.

Often, it is a question of you, as the leader or manager, having the time to monitor closely these under-performing individuals. At Kool Results we have the skills and expertise to challenge the employee to make constructive changes. We can work with you on a fortnightly basis, or ad hoc, to alleviate your stress, and to coach members of staff to alter their mind set.

No one expects you to be best friends with all your employees. But if you foster mutual respect by open communication you will give your business a push in the right direction.

Green is the new black!

2008-01-23T09:34:00.000+10:30

Challenge yourself this year! Set yourself some new and exciting goals. Take off your blinkers, and look at what is happening in the wider world. Then see what you can do in your business to make a difference in 2008.

Thinking “green”, being sustainable, and looking after the environment are the buzz issues at the moment in business.

Some of my clients have already embraced these initiatives. One of them has set up “The Green Police” – a project whereby some staff members are responsible for overseeing all the green waste in the organisation. Another has just set his employees the goal of making the business more sustainable in 2008 by cutting their use of electricity and paper at work.

There is a lot of help out there. Councils run workshops on how to manage water and waste, and how to reduce electricity consumption by using energy efficient devices. They give you tips to recycle effectively. Link:

http://www.villagegreen.com.au/files/3ULCFN3DYH/S1K%20Media%20Release%2011092007.pdf

The State Government puts together exhibitions and conferences to encourage like-minded businesses to come together and discuss initiatives for sustainability. Link: http://www.solarcitiescongress.com.au

Private companies provide packages which you can adopt to make your business “go green” and save money. If we can help the environment and save money everyone is a winner! Link:

http://www.barkingowl.com/owlsite/sustainable.htm

What about your personal goals? When was the last time you took yourself off for some professional development? If it was more than two years ago you may be in danger of losing your competitive edge. Keep your eye on what is happening outside your business. It becomes a useful bench mark to ensure you are offering a quality service, which is relevant.

Fiona, here at Kool Results, has just completed her honours degree in psychology. Whilst providing her with an invaluable qualification, studying has also furnished her with skills which she can apply to the business immediately.

Her research techniques are spot on, and she excels at time management, having juggled study with part time work and maintaining a healthy life style.

If you haven’t done it already, sit down and make a list of goals for 2008. Note any gaps in your own skill set. Then get out there and make a difference.

There is a Chinese Proverb: “A journey of a thousand miles must begin with a single step.” However great the goal is, by taking the first, small step you make an important beginning.

Further reading:

http://www.news.com.au/business/story/0,23636,22133576-5012426,00.html#

Victoria: Grow Me The Money. www.growmethemoney.com.au

No time like the present.

2007-11-26T14:11:00.000+10:30

Everywhere I turn I meet people who are tearing their hair out, complaining that they do not have enough time! Time to tie up the loose ends in business before the end of December; time to plan how to start the New Year; time to buy Christmas presents; time to enjoy all the Christmas festivities.

If you plan strategically throughout the year, you will create more time for your business and yourself. You will be in control, so that, when the unexpected deadline does arise, you will deal with it without stress and panic.

Brad is an exciting entrepreneur, whose new company is very successful. He called me in recently to help sort out some staff issues, where there are clear personality clashes. Instead of addressing these problems six months ago, when they first surfaced, he put off tackling the problem. As a result, his staff’s inability to work together has affected productivity. The unresolved issues are a drain on Brad’s time, just when his pre-Christmas orders are coming in.

Do not procrastinate. It is a false economy! Face up to problems as they arise. If you diffuse an awkward situation immediately, you prevent it from escalating. Sometimes it’s helpful to have an independent observer come in to address the problem. They assess staff dynamics with emotional detachment and are able to facilitate a discussion between the aggrieved parties.

When we are busy it is very easy to let things go which seem less important –the monthly newsletter; the regular catch up with staff for after work drinks; the appointment with your leadership coach. All have their place. The newsletter is an important marketing tool. Your staff value the opportunity to meet casually with the boss and it can engender loyalty. A coach helps you plan strategically by acting as a sounding board, giving advice in a logical and clear way.

When you look at your business plan for the year, schedule in time not just for your clients, but for your business. Make sure that, when you close the office door in December for the summer break, you have strategies in place to kick start your business in the New Year.

Finally, make the time to look after yourself. Don’t ignore your fitness regime – it’s important to keep up your energy levels. Keep that space you have created for yourself throughout the year, whether it is a twenty minute walk on the beach, a half hour soak in the bath, or reading the paper in your lunch break – which, of course, you will be taking.

And remember – it’s Christmas! Take time to celebrate with your family and friends!

The power of one – amongst all

2007-10-29T16:43:00.000+10:30

“Inclusivity is recognising that my life, my fate, my future is inextricably linked to yours.” Sharif Abdullah.

I have just returned from the International Coach Federation Australasian Conference in Melbourne. The guest speaker was Sharif Abdullah who was truly inspirational. His philosophy mirrors a lot of what I do already, but I know I can do so much more.

The theme of the conference was Creating the Future Today. We were urged to “think BIG and to use our skills to address BIG issues such as sustainable resources, social inequalities and global disharmony.”[1]

You can do this with your business today. Think inclusive - everything you do must have a positive impact on each member of your organisation. Look at the bigger picture. Make sure that the overall direction of the business, whilst still profitable and successful, is also focused on what is good for humanity as a whole.

Take responsibility for what happens in the wider world. Don’t look to blame without, but look within. Become a role model. As soon as you put your vision in motion, and change your attitude, you begin to raise awareness in others.

Become the first small voice of change. Speak up. Emphasise what is important and how, together, you can make a difference. “Let's remember we are all in this together - we are all citizens of planet earth .... your vision for your business must begin with the end in mind.” Sharif Abdullah.

Seek to change from within an organisation. Don’t become polarised or aggressive in your stance – this never wins anyone over. Keep needling away and you will bring people around to your point of view. For instance, how long did it take your family to become water conscious? Maybe it started with you turning off the tap when you were cleaning your teeth, or putting a bucket in the shower. Soon, it becomes natural behaviour which the rest of the family adopt.

Companies are becoming more sustainable. They start by switching off lights in unused rooms, or turning the heating down by one degree. Gradually, each staff member follows this example, and it becomes common practice.

When we have one voice and shared values we are inclusive. We have the power to change the attitudes of local, state and even federal governments.

As Sharif Abdullah said, “If you drive your car as if everyone around you was your best friend, then attitudes will change.”

[1] From the icfaustralasia website

The Perfect Fit

2007-09-24T09:50:00.000+09:30

Have you looked at your selection processes recently? What is your staff turnover like?

“Let's assume the average salary of employees in a given company is $50,000 per year. Taking the cost of turnover at 150% of salary, the cost of turnover is then $75,000 per employee who leaves the company. For the mid-sized company of 1,000 employees who has a 10% annual rate of turnover, the annual cost of turnover is $7.5 million!” *

So how do you go about ensuring you select the right staff, who will fit well with your organisation, and who will stay with you?

I support many clients in the recruitment process, and it is essential to be well prepared before the position is advertised. Think about the title of the job to be filled. Does it encompass all the responsibilities you expect of that staff member? Draw up a list of skills, expertise and experience required. What characteristics would best suit the role? Can you define the culture of the company in order to select the right person? They have to be able to fit in and work as a team player.

Measure all these requirements against the written applications, and check the supporting documentation, like CVs, for relevant experience. However, remember rarely will you see a bad CV, so the next step is crucial.

The interview.

I often sit on an interview panel, and act as facilitator, ensuring there is a good balance between interviewer, and interviewee. Before you conduct the interviews, draw up a set of questions. Ensure that the same questions are asked of each candidate, to maintain consistency. They can relate to the criteria already established in your preliminary planning – for instance asking about how they work in a team or discussing their leadership style. Keep the questions open ended, allowing the candidate the opportunity to provide evidence to back up their answers.

At this stage you are looking for the personality fit. For instance, if you are looking for a receptionist, the key to this role is customer service. So look at the body language of your candidate. Is her presentation good? Does she communicate well with you? She will be the front line for your customers, so she needs to represent your company well. Training her how to use your dedicated answering system is easy in comparison.

In the event you have two excellent candidates, and you are trying to determine their suitability, it may be beneficial to use more sophisticated tools, like the Harrison assessment criteria. To get to this stage you still need to have followed a vigorous selection procedure of your own. If a role is particularly complex, it may be necessary to go through more than one round of interviews. And if you are still unclear, you can always invite a candidate to spend half a day at work, where you will be able to observe them more closely.

If you are able to retain talented staff you will give your company the competitive edge.

* Taken from “COST OF EMPLOYEE TURNOVER” by William G. Bliss in The Advisor. For full article see http://www.isquare.com/turnover.cfm

William Bliss is President of Bliss & Associates Inc. USA.

Do you have the Midas touch?

2007-09-03T11:08:00.000+09:30

How can your mind-set affect the way you are perceived at work? By reflecting on your self-worth can you change the attitude of others?

I am called into work places on a frequent basis to help manage members of staff who do not respond well to feedback. Sharynn consistently grew defensive when her boss delivered negative feedback about her performance or attitude. She spent most of the day following a performance appraisal crying in the ladies’ loo.

How can Sharynn develop strategies to overcome this, and to create positive comments about her attitude at work?

The first step was to remove the anger and blame Sharynn directed at her boss, and to get her to accept personal responsibility for the situation she was in. Today the blame culture is all around us. Do you accept responsibility for your actions? Sharynn needed to acknowledge her strengths, as well as to recognise her weaknesses. The former she needed to focus on. The latter required her to improve and change her performance.

The second thing was to listen to what her boss was saying. Sharynn needed to raise her self-awareness by taking on board the feedback. Maybe she was making it difficult for others to work with her in a team. What steps could she take to improve the situation? She was ambitious to get on. Perhaps she was blind to the negative impact she had on the team. Her boss gave her specific examples of her negative behaviour on which she could work.

The key is self-respect. Learn to acknowledge the qualities you do have. Focus on the positives. This frame of mind does not happen over night. It takes time and requires careful nurturing. Begin with jotting down five positive things that have happened to you by the end of the day. They don’t have to be mind-blowing. It could be “My boss smiled at me today” or “I held the door open for a work colleague” or even, “The sun shined today”.

It is possible to train yourself to think positively all the time. Don’t be too blinkered in your approach – then you’ll recognise and seize an opportunity when it comes along. Keep yourself flexible in your thinking. Structure in your life is important but so is change and being receptive to new ideas.

Set backs may occur, but be resilient. The optimist will deal with them positively, and regard them as an opportunity to learn from the experience. Adapt to unforeseen situations. Listen to your intuition. Often your gut feeling will guide you through.

“Luck is believing you’re lucky” wrote Tennessee Williams. So take a good look at your self today. Then go out and “get lucky”!

Wising up to the world today!

2007-07-23T09:56:00.000+09:30

“What the world needs now is wise leadership.”

These were the opening remarks of Peter Webb, Coach Psychologist Consultant, whose lecture I attended at a recent conference for leadership coaches. Move aside emotional intelligence! The next big thing to hit the work place is how to acquire wisdom.

Peter’s comments were both provocative and insightful. I should like to share some of them with you.

What is wisdom? “Wisdom may be defined as the exercise of judgment acting on experience, common sense and available information.” Tuchman 1984.

It is the ability to tackle difficult questions and dilemmas presented in your personal and professional life. Wisdom consists of knowledge with huge breadth and depth, and its application in a measured and balanced way. It is a self-awareness which provides you with the tools to nurture yourself, and to disseminate this information to others.

As Baltes et al said in 2002, “Wisdom is defined as expert knowledge about the meaning and conduct of life.”

So we know what it is, but how do we get it? Wisdom is not something obtained just in old age, although smart people often learn from life lessons – for instance making the best of things when there are set backs or obstacles, and learning how to cope with the unpredictability of life. But smart people still make mistakes because they may be egocentric, or have an unrealistically optimistic view of life. Wisdom is also acquired through personal growth and development. You have to seek wisdom intentionally, with your ultimate goal to discover universal truths, not personal glory or wealth.

Most people have a mentor, or a coach, someone whose judgment they respect, and with whom they can bounce off ideas. You can learn correct thinking patterns and skills to obtain wisdom. Use role models from life; read wise judgments; acknowledge that the journey is as important as the destination; balance self-interest with the “common good”; reflect on your values and how they impinge on what you do, and how you treat others.

How does this help you in the work place as a leader? You identify the various styles of leadership, and which one should be used. You understand the dynamics of your team, and are better placed to prepare them for the complexities of change. Conflicts are resolved more quickly. Your ability to delegate is so much more effective.

So wise up! Get in touch today. We will set you on the road to wisdom

What lies beneath?

2007-06-25T10:16:00.000+09:30

Personal stereos, radios, television, mobile phones. In today’s high-tech world there are so many distractions. All compete for our attention.

So what does it take to make you listen? To really understand the issues your child is having, or the problems your staff member is facing? You can learn to listen, not just with your ears, but with your eyes, and by using your intuition as well.

This is a coaching technique which I use a lot to help managers in the work place. By stopping, and reaching out to understand the unmet need in an employee, you can empower them to find the solution to their problem.

Karina works for a large company in sales. I met with Karina on several occasions before I was able to draw her out. She complained that she did not have a company car, like the rest of the team. When I pressed her further she admitted that it wasn’t so much the lack of car which upset her, as the feeling that the company did not value her enough.

If the company secured a car for Karina, the underlying issue would still not be solved. By probing a little deeper, I reached the root of the problem. I listened to Karina, and helped her articulate the real concern.

As a manager, it is easy to take control of a situation. You see a staff member struggling, so you take over and sort out the issue. This is not going to help your employee. They will not grow personally and get a handle on the job if you do not enable them to act independently.

Your child is getting picked on at school. The temptation is to leap in to his defence. By doing this, you are not identifying the source of the problem. You are not providing your child with the tools necessary to equip him later in life to look after himself.

Take a step back. Remove yourself from the immediate situation. Before jumping in, look at the wider issues. Listen to your member of staff, or your child. Focus on what is beneath the surface. By asking a few pertinent questions you may be able to set them on the right road where they can find the answer themselves.

You’ll build a productive team around you with real power to make changes, and produce individuals who are able to succeed in life.

Is there a secret to “The Secret?”

2007-05-28T09:24:00.000+09:30

You love it, or you hate it! You are either totally convinced by the propositions in Rhonda Byrne’s book, The Secret, or you are a cynic who sees it as the next celebrity hype!

But it raises some interesting issues. Do you go around saying that your cup is half full, or half empty? Do you have the power within you to make your dreams come true?

Staying positive, and being an optimist makes a huge difference to your health, your attitude, and your success. If you have the ability to overcome adversity, to respond well when things go wrong, you are much more likely to achieve in this world.

This can be easily translated to your business environment. When you are leading or managing people, they will emulate your positive attitude. You will build productive teams who reflect your affirmative style. Too often we see an employee humiliated and chastised at work. The outcome is an unhappy, unproductive, and, occasionally vindictive individual. But if you praise good results, and offer help and encouragement through difficult times, the individual flourishes, and begins to achieve success.

We may not be able to control external events, but we definitely are able to master our own thoughts and responses. We all have friends who carry a lot of baggage. It might be a failed relationship, a redundancy, or a missed opportunity. It is their choice whether they let it go, or whether they let it drag them down. They have the power to learn from the experience, and to embrace a more positive future.

It is important to offer support initially, but do not allow yourself to be sucked in by people who persist in negativity. Once you have proffered the helping hand, move on. You will learn on this journey too, and it is important to make sure you have established firm boundaries with these people. The next time they appeal to you, you will understand how far you should go before you are at risk of becoming merely a prop or a sponge for them.

Seek out vibrant people who think strategically, and who are willing to tap into external resources if they see a need. Positive people can acknowledge when they require help, and they embrace it in their desire to move forward.

Paulo Coelho’s novel “The Alchemist” deals with similar themes. He illustrates the transforming power of our dreams, and the importance of listening to our hearts.

Be assertive. Make sure you are living your life with integrity, being true to yourself and your aspirations.

Have you done your fine tuning?

2007-04-30T11:36:00.000+09:30

The digital clock on the wall flashes red. You look up, and realise that it’s seven o’ clock and another hour has gone by. And you are still at the office! Was that you yesterday? And the day before?

When was the last time you took a good long look at your work practices? Are you getting the work-life balance right? You may be trying to steer your team through the rough waters of change, but working excessive hours is not the solution.

Long hours and unreasonable demands made on your staff will lead to a reduction in productivity, to sickness, and to a general loss of moral. As a manager responsible for the well being of your staff, make sure you have set them realistic targets, and encourage them to prioritise.

Helen is a highly-paid professional with a young family. She works five days a week, but makes sure that she is always home in good time to share with her family. She employs a cleaner, and does all her shopping on-line. When she is with her children she devotes herself to them, and focuses on quality time. Helen is successful in juggling all her commitments, because she has prioritised, and has made judgements about what is most important in her life.

When you are leading others, it is rare for someone to give you the recognition you deserve, and to offer you encouragement. That is why it is vital to reward yourself. Use the time driving home to reflect on how productive you have been, and what you have achieved. By the time you reach home you should have dumped all your work issues, and be ready to relax properly, and to re-energise yourself.

There is a new breed of managers and CEOs who recognise the importance of maintaining their staff’s well-being. The positive results being produced is evidence that it works!

I was asked what I do to relax, and to ensure that I have head space. I moved to the beach deliberately so I could be in an environment which nurtures my soul. I have fun with my children; I meet with friends and have a laugh; I go to the gym. I schedule time into my weekly work routine to do something I know will refresh me.

We are real people, with different needs. We all must learn to manage in our own manner, in a way which is best suited to our particular circumstances. But I guarantee you, create this balance, find this space, and you will be successful at work and at play.

Horses for courses

2007-03-21T12:05:00.000+10:30

We hear a lot about diversity in the Press. What a great country Australia is for embracing all our different cultures and promoting “a fair go”! But diversity at work means a different thing. How good are you at recognising diversity amongst your staff? Do you know what their strengths and abilities are? Can you get the best out of them, thus enabling the business to grow and prosper?

A lot of the work I do for businesses is to provide clarity when their management team has become dysfunctional. Each team player is at odds with the next, the team leader has no idea how to progress, and the business is stagnant.

Taking a bit of time to focus on the journey, rather than the destination, will give you the tools needed to draw out the best in each member of staff, with the end result of producing a cohesive and productive team. Stop telling them what to do, and expect them to follow blindly. Start accessing their talents, engaging their strongest qualities to achieve your goals together.

Managers complain to me that they are frustrated with their staff. At staff meetings they give clear indications of the targets expected, but meet with hostility and resistance. I suggest that, by investing their time with each individual, they might learn more about them. For instance, did they know that Phil hates being stuck at his desk all day, poring over figures and budgets, but has real people skills, and is better gathering ideas from amongst the team?

And Lucy is not only a great sales person on the telephone, but has a real ability to write. By allowing time in her job to write those business plans, she feels fulfilled, and the business flourishes. Hopefully, at interview, you have identified the best individual for the job. But have you gone deeper than that, and really tried to engage the staff member? If you find out what they love doing the most at work, you will be able to harness their talents to the advantage of the company.

And don’t forget the office clown. We all need humour and levity in our daily life, so nurturing this element of fun in someone is just as important as him being able to complete budget forecasts accurately. You will find that by offering him more of a challenge from his routine you will grow the individual, and the business.

In the 1960s the Myers-Briggs Indicator was a popular way of ascertaining the type of an individual, and his or her suitability for specific jobs. Psychologists today believe this interpretation is too simplistic, but nevertheless the principle holds good:

“Whatever the circumstances of your life, the understanding of type can make your perceptions clearer, your judgements sounder, and your life closer to your heart’s desire.” Isabel Briggs Myers.

Acknowledge the type, and you will create prosperity for your business.

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

Inspiration from the Country!

2007-02-12T12:47:00.000+10:30

What do you do to feel inspired? Do you read a poem; listen to a great speaker; walk on the beach? I am bursting with renewed energy and inspiration. I have nurtured my soul. So what did I do?

Together with other members of the ISBEC Women in Business, I attended a conference run by Women in Business and Regional Development in the Tatiara region, and I am ready to leap into action!

We were invited to join our “country cousins” on a tour of local industry on the Limestone Coast. Most of the women on the tour ran their own businesses. One of the things us “city girls” noticed was the cohesiveness of this group of women. Despite living remotely, they were a very close knit group. They relied upon each other for support – even if it was mainly by telephone or email. They all demonstrated how living in the country had made them more resourceful.

Many of them started their own business from necessity – some were farmer’s wives struggling to make a living in the current climate – and through this they have empowered themselves. Their husbands have come to see them in a different light, and recognise them as real partners with enormous earning potential. This is as a result of stringent hard work, and represents a huge cultural shift.

In the city, we can learn so much from them. There is benefit in setting up a buddy system between the city and the country. We should emulate their example. We need to reach out to people with similar view points and develop these relationships.

Through communicating with our country cousins we in the city can make a genuine difference. There are many opportunities to build up a professional network. We must consolidate the relationships we formed by offering our knowledge in training workshops and presentations.

We became more aware of the opportunities to apply to different funding bodies for potential grants. If you have an idea, research it, develop it, and present it properly. You may well attract funding to kick-start your project. Bordertown has 5tcbFM - a thriving local radio station - which was established with the help of a local government grant. Eventually, they went on to access federal government funding.

By taking “baby steps”, as one of our hosts commented, you get the ball rolling. The Women in Business Group in the South East was not started with a big fanfare from local government. It was two or three women getting together for a chat and a cup of coffee in someone’s shop after closing time. By exchanging ideas with like-minded women they harnessed potential which
developed into an organised business group. Sometimes the “baby step” out of your comfort zone is all that is required.

I travelled down with a great bunch of girls - it is so important to surround yourself with positive people. The ideas we exchanged in the car were very valuable - never underestimate the power of collective learning. This is the beginning of something exciting. I hope I can share my journey with you.

Julianne Kuhlmann

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

The Secret to Staying Young

2007-02-12T12:42:00.000+10:30

Put your hand up if you have bought a new suit recently? Or have you had a different hair cut in the last six months?

None of us likes change. We become comfortable in our little bubble. But we have to change in order to survive. It was Charles Darwin who coined the phrase “the survival of the fittest”. Those of us in life who are successful are the ones who have learnt to evolve, to adapt, and to embrace new ideas.

Philosopher Eric Hoffer wrote, “In times of massive change, it is the learner who will inherit the Earth, while the learned stay elegantly tied to a world that no longer exists."

How does this relate to your business?

You may have staff members who have been with you a long time. Have they grown along with the business? Are their minds open to change, or are they actually holding you back? Usually it is the responsibility of the manager or owner of the business to implement new strategies. It is not time or cost effective to spend days training staff who are resistant to growth. You need to be pursuing your vision for the company, channelling your energies into more productive areas.

This is where a coach is useful. If a staff member is valuable, then a coach can spend time with them, working on their professional development and growth. I use different tools in my coaching sessions to identify strengths and weaknesses of individual employees. Retraining an individual who actively resists new methods is not the answer. It is a waste of resources to send him on a course to be re-energised if he is not open to learning.

I identify first whether or not these individuals are receptive to moving forward. If not, I may recommend that they redirect their energies into a more suitable area. It is a win/win situation. The owner is able to look for someone who will embrace the dynamism of the company as it expands; the employee can find a job which is a better fit with their aspirations and needs.

Today a good leader needs to be many things. In a rapidly-changing world he needs to be an anchor for his staff. He needs to inspire and motivate people, but he also needs to be a good listener and a good mentor. If he has encouraged his staff to develop professionally they will more readily embrace new ideas.

Remember: “Anyone who stops learning is old, whether this happens at twenty or eighty. Anyone who keeps on learning not only remains young, but becomes constantly more valuable regardless of physical capacity.” (Harvey Ullman.)

Surviving the Count Down to Christmas

2007-02-12T12:38:00.001+10:30

Have you got your list ready for the count down to Christmas? Both at home, and at work, a list can order the chaos which inevitably accompanies the run up to the festive season.

Traditionally, organisations find the weeks before Christmas frantic. This is when you are trying to fit in lunches with clients, drinks with colleagues, and those networking events needed to ensure the growth of your business. And then you have to think of your strategy for next year.

It is important to get the work/life balance right. Identify those functions which are valuable to you, and merit your input. Have the confidence to say no to those which will provide you with no tangible benefits – not just in a business sense, but also from a personal point of view. If they are people whose opinions and values you do not respect, don’t squander your energy on them.

There are twenty five days to go! Start now! Have you worked out a strategy for keeping in touch with your clients over this period? Will you be sending Christmas cards, or having a festive function? How do you ensure that your clients return to you in the New Year? Try a special offer, or a voucher for them to spend with you in February. They need an incentive to stick with you after the break.

Don’t forget to seek outside help. At home and at work suggest a Kris Kringle – that way each person is able to put a lot more time and effort into one present. Make it easy for yourself - shop online – not just for groceries, but also for electronic items, books, and CDs. Order by 10pm, and in many cases the goods are delivered to your door the next day. And no messing around looking for a car park!

One of my clients is travelling overseas for Christmas. She has ordered books, DVDs and even a crate of wine to be delivered to her destination address. She is saving herself time, and also space, in her suitcase. She can even get most of the presents gift wrapped.

Don’t neglect your business over this period. Plan properly, and you will survive the pre-Christmas rush. Implement strategies now which will ensure you start the New Year up and running. And remember to look after yourself. Put things in perspective, and don’t forget to have fun along the way.

“There is no ideal Christmas; only the one Christmas you decide to make as a reflection of your values, desires, affections, traditions.” Bill McKibben.

Have a Happy Christmas, and a fabulously healthy New Year!

How “Outback” became “Upfront”!

2007-02-12T12:01:00.000+10:30

Australia is unique because of its remoteness from the rest of the world.

Our nation is unique because of its remoteness within the continent.

We are unique because we make inroads in business relationships by the appearance of being casual, of being friendly. But we are very serious about being professional.

Australians will let you have a go – we encourage entrepreneurs. But we do have a tendency to the “tall poppy syndrome”, where we criticise our high achievers rather than celebrating them.

I lived in an isolated part of rural South Australia for twenty years. When I went from being a city girl to this rural community, I experienced a huge cultural shift. I quickly learnt that, to succeed, I needed to develop a tolerance of other people, of other cultures, and of other lifestyles.

I began working with the indigenous community, and with isolated rural women- in- business. In the early 1990s I broke new ground by taking training programmes out to them, including twenty laptops which enabled me to run computing workshops. I broke down the barriers between the wider world and the small community.

There was another gap in the locality. There were a lot of government workers in the town, removed from their extended families. For the women to be able to work, they needed reliable and safe childcare. I set up the first Early Childhood Centre in the town, in the face of opposition from those who thought it would become a dumping ground for women to leave their children there.

When living in isolation it takes great energy to develop strategies for overcoming problems not found in towns and cities. Recognising there are better ways of doing things leads to improved outcomes in people’s lives.

These training programmes brought together like-minded women, who could then share their problems and frustrations. As their skills improved, so did their confidence.

When I moved back to the city I was able to transfer what I learned in rural Australia to Kool Results. I began networking, talking to other women in business, identifying any gaps.

With my background in Adult Education I discovered there was a need for life-style coaches. But I needed to gain further professional training that would be recognised by the International Coaching Federation. At the time there were very few accredited courses available in Australia, so I studied online with “Coach U” from the United States.

Today it is much easier to do business or to study “remotely” through the Internet. But getting feedback is essential for the promotion of your business, and to encourage growth. Sometimes that only comes with face-to-face encounters.

Women need to network aggressively within Australia to maintain a dialogue. The exchange of ideas and information is essential. With this happening it is possible to reach out to the wider world.

Julianne Kuhlmann

Marking time or making time?

2006-08-31T13:19:00.001+09:30

Do you want to have 25 hours in the day? Could you use an extra day in the week?

Today we are all time poor. We are so busy that we could not contemplate taking an hour “off” to organise our thoughts. But creating head space is an essential tool to a more productive day or week.

Robyn felt as if her work was spinning out of control. We talked about ways to address this. For three mornings a week she arrives at her desk one hour earlier than necessary. She sorts out her email inbox and clears her desk. Tasks for the day are prioritised. She checks telephone messages. By the time the rest of the staff arrives, she is focused on which direction she will travel in that day.

Most of my clients struggle with time management. We sit down and develop strategies to create a space for thinking time. By “catching up” with their lives they set a clear course and are less likely to deviate from this path.

Look at your desk right now. Do you have files stacked up on it? Is your in-tray overflowing? Do you feel as if you are going around in circles? To stay in control you should tidy up right now.

Develop effective habits and processes and you will become a lot more productive. Get all your hard copy files arranged alphabetically in a filing cabinet. Make sure the electronic files on your computer have the same names as the hard copies for ease of cross referral. Go through your inbox of emails regularly, and either delete them, or file them appropriately. By organising yourself you will feel less stressed, and you will be able to find things faster!

As you de-clutter, your motivation will improve and so will your performance. You will be able to identify those projects which are a high priority, and you will evaluate the consequence of delaying other jobs. Often, there will be three or four tasks which you judge will take less than five minutes to complete. Do them straight away. You will learn to complete these smaller ones routinely, leaving more time for the bigger assignments.

You can transfer these lessons to your personal life. I have a friend who admits she is a poor time manager. Consequently, her house is chaotic, the children are always late for school, and everyone ends up being stressed. You can change your habits. Setting some quality time to come together and discuss what is important to you as a family is a good start.

By allowing yourself one precious hour for planning you will multiply your available time ten-fold!

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Connoisseur or lay person?

2006-08-31T13:19:00.000+09:30

What happens if you have a tooth ache? You go to a dentist. He fixes the problem, or perhaps sends you to a periodontist, or an orthodontist for further treatment. You go to a specialist in the field of dentistry.

You don’t go to a plumber, or a solicitor. And you don’t spend weeks surfing the internet to see if you can find answers to cure the tooth ache yourself.

So why is it so many of us shy away from engaging a specialist when it comes to our own business? The answer comes down to money. We are not prepared to invest. We try to do it ourselves, and end up spending more of our time, and therefore more of our earning potential, on resolving a problem in which we have no expertise. It is more efficient and productive to use a specialist.

I am an “ideas” person. I talk to people, the light bulb goes on, and I am up and running. But if you ask me to articulate this on paper I come unstuck. So I engage others to write my promotional material in half the time it would take me.

When you set up your own business, be realistic. Specialise in the area where your strengths are, and then you can market yourself to the people who are most interested in you. Target your ideal client. Be specific. Drill right down to age, sex, niche market, geographical spread. Then you can work out a successful marketing strategy.

Maybe you are in your late forties and fifties, well-qualified, but are fed up with what you are doing. You approach me because you want to take the plunge and strike out in a different direction. Perhaps you are a surveyor, but want to take over a franchise selling health drinks. There is no reason why you should not succeed, as long as you follow a few simple steps.

Conduct a thorough analysis of the idea or project. Draw up a SWOT – Strengths, Weaknesses, Opportunities, and Threats. To be effective, a SWOT needs to be based on accurate information. Research your idea on the internet, from books in the library, and from current business articles. Seek an unbiased opinion. Consult with specialists in this particular area. Engage a lawyer to check any legal contracts and to give you infallible advice.

This will enable you to create a solid foundation upon which to build your business. By using a specialist you are getting out of your own head space. Pitfalls and obvious obstacles can be pointed out to you. You start to think outside the box.

Once you have this base, you are ready to launch yourself into the market place as a specialist. Find your point of difference. This is what will attract others to you and your product, and give you the edge over the competition.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Addressing the gender in -balance in leadership.

2006-08-31T13:18:00.001+09:30

Do you remember the saying, “Men are from Mars, Women are from Venus”? We all know that men and women are different. While acknowledging that the early feminists made great strides to improve a woman’s lot it is now time to dispense with the rivalry. The focus needs to be on how men and women can work along side one another in the work place, and how they can embrace diversity.

Unfortunately, that old glass ceiling is still there. Did you know that although women represent 43% of the total Australian workforce only 3.2% of them have senior executive roles? (Catalyst, the New York-based businesswomen's research organisation partnered with the Equal Opportunity for Women Agency (EOWA) for the first census of its kind in Australia.) LINK? http://www.ceoforum.com.au/200306_leadership.cfm)

It used to be that to break through this ceiling women had to be aggressive and aloof, adopting a style suitable to win over their male counterparts. Nowadays, there is a cultural shift in the workplace. Women are using their emotional intelligence to get the message across. Women are creating a friendly environment in which to work. They are encouraging collaboration, developing an open and honest atmosphere, and portraying themselves as approachable leaders.

Women have identified that to acknowledge the worker as the most important asset in the work place is the key to improving productivity. This is not exclusive to women, but, for so long, many men have led by fear. Their own insecurities have made them defensive, and consequently, aggressive towards their staff. They are a product of early socialisation in childhood – boys are not allowed to cry, but it’s OK for girls to show their emotions.
Women are very effective communicators. They are good at multi-tasking, and they encourage team building. Women will readily ask for help, whereas men feel by doing this they may be perceived as weak. Women derive a lot more support from women-only groups where they can establish a synergy, and, through this rapport building, can garner strength.

One of the greatest strengths women have is their flexibility. Before I married I was rebellious, and very intolerant. When I became a farmer’s wife I realised that I had to change in order to survive. But I didn’t want to lose my independence. So I re-invented myself. Years later, when I returned to the city, another “make-over” was necessary. Through circumstances, women often fall into their careers rather than plan them, and they respond to opportunities when they arise.

It is often inflexibility in the system – long working hours do not sit well with raising children - which drives women to set up their own business as the only way to achieve the work-family balance. Most women today are just as ambitious as their male counter-parts. By providing an atmosphere at work where women can succeed without compromising their family responsibilities, or without betraying their feminine – not feminist – principles, a dynamic and thriving business for both men and women can be created.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Tipping the scales.

2006-08-31T13:18:00.000+09:30

How do we maintain a good balance at home and at work?

Managing a household is not dissimilar to the way we manage our business. In both situations we need to be recognized as a leader, setting a good example, and providing lots of opportunities for our staff – and our children – to develop and grow. For instance, we have family meetings where we can resolve any conflicts that may arise. In the same way, staff meetings are a chance to air any differences and agree on a way forward. It’s OK not to be involved every step of the way. Let your staff - and your children - have their own space.

It’s never too late to start! I have two children, and I know that many of my clients are also parents. Daily, I experience the angst of a hormone-ridden teenager. From an early age I encouraged her to take responsibility, and, as a result, there is much less chaos in her life today.

As a toddler, she was happy to pull out toys and puzzles to play with. But instead of clearing up after her, I made it into a game we played together. I showed her how to be responsible for her own actions. Afterwards there was a reward, and lots of positive encouragement. This also required persistence and constant reinforcement on my part to ensure that the messages were consistent.

Today my younger daughter embraces more responsibility. She helps me to unload the dishwasher, and will hang out the washing. It is important to create a schedule of duties, and make sure that it’s adhered to. It might be polishing the school shoes, making a bed, or laying the table.

There is a two-fold benefit. You are teaching your child responsibility, and you are freeing up some of your own time to concentrate in other areas. So when my other daughter stomps off in a sulk, I am able to remain relaxed and I have the time to handle the situation successfully. I don’t argue with her. I ignore the negative behaviour. Instead I focus on positive reinforcement, and resolve the conflict in a calm manner.

Don’t be frightened to draw up boundaries. If your child fails to act responsibly make sure there are consequences, but make sure that they are relevant – no TV for a week or no computer tend to be great incentives for a child to comply! As a parent you do not want to see your child in front of the TV, or on MSN, all weekend. Get them actively involved in family life.

At home, get your children to help out. At work, throw the initiative back on your staff. This will free you up to concentrate on the bigger picture.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

United, we stand. Divided, we fall

2006-08-31T13:17:00.001+09:30

Most of us need other people. Whether it is a good friend, a lover, or an astute business colleague, most of us need to maintain relationships with others.

In the work place, creating alliances with like minded people will provide you with support, and be a benefit in the future. But how do you go about establishing these relationships? Can you clearly get across what it is you are about?

Last week I was at a presentation given by David Griggs, a public speaking coach. One of the comments he made was particularly relevant to the work I do.

He said, “The challenges of leadership today are greater than ever before. History tells us that in times of great turbulence and pressure, in times of complexity and uncertainty, that the great leaders who emerge are great communicators.”

So you have the opportunity to attend a networking function. You are there in the middle of the room, and someone asks the question, “What do you do?”

What is your answer? How do you respond? How do you use this opportunity to promote yourself?

David Griggs suggests that we need to “think outside the box”. Instead of beginning a sentence with the word “I”, or “I am just a …..” or “I have a …..” turn it around. Start with a question, and introduce the word “you”.

“Do you find yourself struggling with your staff?” or “Do you find it difficult to communicate your message?”

Then you can introduce yourself emphatically. “My company can help you solve these problems, because we specialise in…”

When you are developing your new business how do you get your message out there? We all use the tools of advertising, but what else can we do? It is important to cast your net widely. Speak to lots of people about what you are doing. Start synergy building. Look for support from others. They may not be clients themselves, but, potentially, they could refer work to you in the future.
Building these relationships, and then maintaining them, is the key to raising awareness of your business.

I ran a workshop for journalists recently. After the session, several practical lessons were learnt. Some participants had forgotten to bring with them their business cards. Others had failed to collect any at all during the session. One woman couldn’t get to hers easily, as they were at the bottom of her bag.

Small points, but all relevant if you are trying to market yourself well.

So what do you need to do next?

I look forward to sharing in your ideas, and moving forward together.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

No worries mate!

2006-08-31T13:17:00.000+09:30

Is this your attitude towards your staff? Are you so easy going you assume your team will bumble along rudderless, knowing instinctively which direction to take?

Top heavy leadership can be counter-productive. But setting goals is essential. All employees need to feel they are consulted and involved. They must be given the opportunity to contribute their ideas to ensure a successful and cohesively run operation.

So how do you do this?

The words “Performance appraisal” can send employees running for cover, and cause managers to raise their hands in horror! But they are essential if you want the company to stay one step ahead.

Through a performance appraisal you can get to know each of your staff, and where they fit into the organisation. You can identify areas where they need to be developed and you can help align their goals with the company’s vision.

Sometimes I am invited into an organisation to support a manager who is struggling with her team. I begin by developing a performance appraisal based upon the culture of the company.

I try to pinpoint the value of the individual by looking at his strengths and weaknesses, and where he may benefit from further training. I set challenges for him, pushing him out of his comfort zone. Initially, I will guide the manager through these performance reviews, until she feels confident to conduct them on her own.

As she develops these skills, a good manager will be able to support and encourage the individual, empowering him to improve and extend his career prospects.

Performance appraisals often get a bad rap. They are seen by staff purely as a disciplinary tool, whilst managers regard them as a waste of time. But if they are conducted regularly- at least quarterly - they will ensure that staff feel recognized, are challenged, and get the opportunity to develop as individuals.

Thorough preparation for each review, both on the part of the manager and the individual, ensures a positive outcome. The manager can ask how she may support the individual to achieve his goal. The individual can ask for a better understanding of the direction of the company.

Feedback is important, both with the individual, and also with the staff as a whole. Talk to all your employees, maybe in a staff forum. Take this opportunity to emphasise the value of staff appraisals.

A company which rejects performance reviews will stagnate. To overtake your rival in the market place implement a programme of performance appraisals. You will soon be ahead of the game, with a confident and happy staff.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Three steps to creating a successful team.

2006-08-31T13:16:00.000+09:30

How well do you know your staff? Are they happy? Are they heading in the right direction, or is each one following his/her own agenda with no reference point?

When I am called into an organisation to help sort out a conflict I often find a lack of cohesion, no direction, and collaboration is a word they’ve never heard of.

It is up to you, as a leader, to harness the energy of each individual, and to channel it into creating a cooperative team working to the same goal.

The first step is to get to know the individuals in your team. It is just as important to have that chat by the coffee machine, as it is to conduct a formal appraisal. The informal chat may throw light on why an individual behaves in a certain way. By knowing him better you can identify his strengths and weaknesses.

When you make the time to conduct a performance appraisal he will see that you value him, and take him seriously. Ask him where he wants to be in two year’s time. Get him to outline any challenges he is facing. In this way you will identify his needs, and you can map out a career path for him.

Sometimes you discover that a training or coaching programme would help this individual, and that outsourcing is the best solution. But keep the staff member informed at all times.

And don’t forget that communicating with all the staff is equally important if you want to produce a cohesive team. Keep up those regular staff meetings.

The second step is to empower the staff member, or the team, to resolve the issue themselves. Perhaps one of your staff is incapable of getting his monthly report in by the due date. Don’t write it for him. Ask him what he needs in order to complete the task. Does he require more administrative back up? Is someone further down the line not getting the information to him in time?

This positive thinking spills over into regular team meetings, and generates a wealth of ideas. It encourages cooperation within the team.

Finally, make sure you review the situation at a mutually agreed time. Set a realistic date in the future, and evaluate the results. This gives the individual something to work to. He also knows that you intend to monitor his progress, and to follow up.

Emphasise that your door is always open should he need further guidance before the review date.

Look after the individual. Encourage communication. Agree upon a goal. You will find you can lead your team into a very successful 2007.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Chill out – without the snow!

2006-08-31T13:15:00.001+09:30

We need to cancel Christmas! Stop the world going round - I want to get off!

Is this what you are thinking at the moment? Are you running just to stand still?

At this time of year we are all in danger of becoming over-loaded. More than ever, it is important to take extreme care over your health and welfare. By taking time out to look after yourself you are investing in a strategy to take you through this busy period.

Steph lacks confidence, and would never consider herself before others. She sees herself as being of no value, and puts her husband and children first. She does not give herself any time or space to relax, and to enjoy her own activities.

Together we worked on ways to raise her self-esteem, and to communicate her feelings to others. She “made an appointment” to have dinner with her husband. She joined a writing group. She now walks regularly with a friend.

By sorting out her priorities, Steph’s energy level and enthusiasm returned. She re-affirmed her own self-worth, and was able to offer greater support to her family when they were not coping.

We all know the importance of nurturing ourselves. Very few of us do it. It is particularly important when we are operating under huge levels of stress. Not only does it help our mental state, but also it is essential to maintain good health. If we live continually on a knife’s edge we are more vulnerable to serious disease.

So have a massage. Go for a bike ride. Have lunch with a friend. It need only take an hour. But it will set you up for the rest of the day, perhaps the rest of the week.

Danny needed a break. Running his own business made that seem impossible. We talked about him closing the business over the December-January holiday period. He was amazed when his clients accepted this. It actually made better business sense, as well as fulfilling his personal needs.

Sometimes it is OK to consider yourself first.

By putting some “self –preservation” strategies like the ones above in place, you will get through this busy time. When you get to Christmas, enjoy it! Close the door on your work, your studies, and your commitments. Relax with family and friends.

Make sure you take time out. If you cannot get away for a holiday, then go away for the day. Walk on the beach. Go to the zoo. Lighten up. Have some fun.

I promise that by looking after yourself you will feel refreshed and renewed, ready to tackle the New Year.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

The artist in you.

2006-08-31T13:15:00.000+09:30

Have you ever moulded a piece of clay? Its core is there for you to wrestle with, to adapt, and to shape. Essentially the core remains the same.

My work is a bit like this. Most of the people I see have strong and earthy cores, but need a bit of help moulding themselves into the desired object.

One of my clients is fortunate enough to be able to use his artistic talents in just this way, to produce beautiful sculptures.

When I first met Simon I was confronted by a skeptical individual, who needed help not only in making his business work, but also in managing his life.

“Julianne encouraged me to put on my business hat, and to separate work issues from my private life. She improved my confidence and underlined my self-belief. She helped me to bridge the gap between a self-doubting individual to a professional dealing with other experienced designers and architects.”

“There was a huge gulf between where I was at, and where I dreamed of ending up. When I met Julianne I felt we clicked together. She helped me to release my creative energy from the muddy waters of my private life.”

“I had a lot of emotional stuff going on with my family. Julianne gave me clarity, and taught me how to manage my life. I confronted my fears, and put them in perspective. Then I was able to move on and start things happening.”

“Julianne helped me to identify negative patterns of behaviour, so I was able to avoid repeating them. I made constructive changes.”

“She is always there to give me back up and support. If I am facing a challenging situation, then I visualise Julianne in my mind. What would she say? What would she do? This helps me to see the way forward.”

“When we first met, she told me that I knew my life and my business, better than she did. She likened herself to a swimming coach. I didn’t have to do anything I didn’t want to, but, from the sidelines, she continually challenged me, and pushed me to go further.”

“My ideas were all there, but she helped me to verbalise them, and to achieve my dreams.”

“Julianne has had an input into my whole life. I am a spiritual person, and she has given me the perspective to manage my creative energy so I can succeed in every aspect of my life.”

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Take the plunge!

2006-08-31T13:14:00.001+09:30

Spring is here! It’s time to take a broom, and sweep away all the clutter and detritus of winter! Make a fresh start! Focus on what you really want to do. Don’t use any more excuses!

Often, a lack of confidence in your own abilities holds you back. It stops you reaching for what you really want, and encourages you to settle for second best. You decide to test the water first, and get used to the temperature gradually. You paddle, but you do not take that plunge.

What you are actually doing is denying yourself the opportunity to realize your passion. The path ahead appears fraught with complications, so you ignore it, and take the easier way.

Perhaps I can help here. Together, we can identify your ultimate goal. I can ask the right questions to help you set your feet along the road meant for you.

I have worked with many students, either in their last years at school, or those at university. They come to me when they realize they have made the wrong decision for their career choice, or have picked the wrong university course.

They have been pressured, either by their peers or their family, into following a line of study which is not really for them. Their passion is elsewhere, but a fear of letting someone down, or of standing alone, prevents them from being honest with themselves. As students they are often young, and vulnerable.

Take Chris. He followed in his father’s footsteps when he went to university to read law. However, he was passionate about English, and drama, and hated the methodology and precision required for law. His first year results showed this. Still, he was unable to admit that he was doing law to please his father.

At the end of his second year he came to me. Together we identified what he really wanted to do. Once the clarity of direction was there, we worked on ways to achieve this. Chris spoke honestly with his father. He changed courses, and is now studying a subject he loves.

The drive and passion is there within you. It sometimes takes a coach to tease out the direction in which you should go. Once the goal has been identified, a belief in yourself is all you need to get started.

I believe in you. Your job is to nurture this newfound confidence and be true to yourself.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Listening between the lines.

2006-08-31T13:14:00.000+09:30

Have you seen the tee-shirt with the slogan, “Talk to the hand ‘cos the face ain’t listening?” Do you feel it’s like this sometimes when you are trying to get through to people?

But just how good a listener are you? Do you actually “listen between the lines?”

So often we hear about a problem, and immediately jump in. We want a quick fix. However, we are inside our own head, and make no attempt to get into the head of the other person.

As a leader of staff it is very challenging to keep quiet, and to listen. This is the key, though, to getting the best out of your workforce. Take the time to listen to what they are saying.

What motivates them? What are they putting up with at work? What issues really concern them?

As a parent, or as a partner, we become mindful of our own listening skills. So often, lack of time, and stress in our lives get in the way of listening to those close to us. We hear, but we do not understand.

It is always tricky being around adolescents with their notorious mood swings. And yet, if you take the time to listen to them, to participate in their lives, you may discover a real friend. The key is to put your own issues on hold, and to get to know the child at his or her level.

My teenage daughter and I were talking about the bombings in London in July. Her value set was obviously challenged. I made time and space to listen to her, and let her drive the conversation. As a result, I was able to build up her trust. A stronger relationship between the two of us emerged.

This is no different from what you could achieve with your own staff. Let them know your door is always open, that you are open to discuss any problem they might have.

Be careful about how high you set expectations. Do you give the impression that you just want to get the job done? Do people feel that you are so focused that you would not listen anyway?

By taking the time to listen you will be able to address their grievance, and move on together. Everyone will be happier, and you will have laid a real foundation of trust.

“The most basic of all human needs is the need to understand and be understood. The best way to understand people is to listen to them.” Ralph Nichols.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

“May the force be with you” – and stay with you!

2006-08-31T13:13:00.001+09:30

Are you an entrepreneur? Do you have huge energy resources? Are you full of stimulating, creative ideas?

But does this leave you feeling stressed, and not able to focus? Is this creativity channeled effectively?

This month I participated in a series of “tele-class” workshops where I connected with coaches from around the world. We focused on two particular areas of learning to help us coach our entrepreneurs more effectively.

Firstly we explored ways to allow them to maintain their energy whilst putting into place structures to help them succeed.

Secondly we talked about ways in which they could look after themselves, preserving their “personal foundation”, whilst still remaining creative and energetic.

A large proportion of my clients are entrepreneurs. They are inspiring people to work with. Frequently, though, the staff around them are disillusioned, especially when these entrepreneurs are unable to delegate, and want to retain control.

They have no effective systems in place. Their judgment may be impaired, and they are not in touch with “the grass roots”.

So what does this mean for you?

With one of my clients, Nikki, we are redressing the balance in her life so that she is less stressed, and more fulfilled. She has to focus on factors critical to her success, and be able to recognize the benefits of doing this.

Nikki has fabulous ideas, but has to learn how to manage a huge amount of paperwork in the office to be effective. By asking her pertinent questions, I got her to focus more on the administrative work, and to realize the importance of getting a good system in place.

As a result, she set aside a regular day each week to attend to the office side of things. She set up reminders at her desk, and on her computer, to ensure she carried it through.

She felt the benefits of being much happier and in control. And this all came from her own ideas and motivation.

I regard this as critical in my coaching. You talk. I listen. As the adrenalin starts flowing I may ask questions to keep you on track, but you provide the solutions yourself. I merely drill down to pinpoint the keys to further action.

By engaging in an international forum not only was I able to continue my professional growth, but also, by learning from leading coaches, I was able to re- affirm some of the tools I use to help you.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Flying high, flying far.

2006-08-31T13:13:00.000+09:30

“What me? Sell myself? You have to be joking!”

This was the response I received from one of my clients when I suggested that she needed to get out there and promote herself. She had to “network”.

The Oxford English Dictionary defines networking as “interacting with others to exchange information and develop useful contacts.”

This is how I see it. It’s not about “selling yourself” but about an exchange of information with like-minded people.

Say to yourself, “ I am going to do research. I am going to discover what other people are doing, how they are doing it, and why.”

Don’t regard meeting someone as a confrontation. Don’t get up tight. Use lines such as, “I am really interested in you and how you have succeeded in your business.”

One thing is guaranteed. The more difficult you make networking, the less success you will have with it. Approach it with a sense of ease. Have fun! You might actually enjoy it!

The same client complained, “ I never get any business from these networking events. Surely if anyone is interested they would come to me?”

But why should they? What are you doing to create interest in your business? You have to engage them in conversation, ask them questions, and exchange information.

If you come from a space of enquiry, it will be much easier for people to respond to you. The conversation becomes a discussion where you are comparing and contrasting your businesses. You might talk about your staff, or your sales. Try to find some common ground.

At the end of the conversation exchange business cards. But don’t leave it at that. This is the key to future success. Write notes on the back of the card to remind you of relevant points. If you discover a synergy, follow through.

Make contact within the next two weeks, preferably by email first, and then by telephone. Arrange to have a coffee with them. Develop a business relationship.

When I chair meetings I often set the group a task. I challenge the participants to collect five new business cards from one another. Set yourself similar goals. Be bold! Be empowered by your ability to communicate!

Through doing just this Kool Results has joined the International Virtual Women’s Chamber of Commerce. Online I can network with women all over the globe. By taking the first step along the road you too could be flying – virtually or otherwise - around the world.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

A bloom in the desert.

2006-08-31T13:12:00.000+09:30

“I like to be able to bounce ideas around in a group. I appreciate the feedback – it gives me the confidence that I have made the right decision. It re-affirms that I am on the right track.”

Sounds sensible. Good idea! But how do you do this when the closest senior manager is over four hours drive away? How do you communicate effectively with your staff when one may be over six hours away?

Patrick works in aboriginal education, and manages up to thirteen lecturers in a very remote region of South Australia. Following a restructure at his institute, managers were required to assume responsibility for several additional programmes.

“We were offered support in this transition, and Julianne was one of the options offered. In a remote area I could see the benefits of keeping up to date with current thinking. I had worked with Julianne before, and had trust and respect for her.”

“I discussed with Julianne particularly sensitive issues I needed to address with members of my team. She helped me identify correct and precise words for use in handling potentially difficult situations.”

“When a member of staff was giving me a hard time, together, Julianne and I articulated questions I might use.”

‘How can we work together to make this happen’ or ‘How do you think you might assist in bringing this about?’

“In this way I got the staff member to take ownership of the idea. We got the desired result, and it helped in overall productivity.”

Afterwards, Patrick found our phone discussions very helpful too. It was like a debriefing session. He would evaluate the way he dealt with the problem, and he became aware of areas in which he needed to improve.

“Julianne doesn’t tell you exactly what to say. Instead, it evolves through our sessions. For example, I find conflict difficult. Julianne builds up my confidence and takes me to the stage where I can see the value of that conflict. She supports me all the way.”

“Through Julianne I have a much broader range of methods to tackle difficult problems.”

Patrick saw the value of how he might apply these lessons to life in general.

“With any big change in your life, Julianne can help you cope. She helps you prioritise, progress, and be prepared for any challenge. If you open yourself up to this you will be surprised at what you gain.”

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

From amateur to professional.

2006-08-31T13:11:00.001+09:30

“I was emotionally distressed. I was completely out of my depth. I felt very alone, and I was scared.”

This was Sonia last year. She decided to build up the human resources side of her business. She knew she was competent in this field, but needed to take a step into the unknown. She had to set up a professional arrangement with one of her clients, who was also a friend.

“I needed a sounding board. I wanted an independent person to give me perspective, and to take the emotion out of my initial negotiations. This is when I approached Julianne for help.”

“She immediately gave me affirmation in what I was doing. But she also taught me to manage difficult situations in a different way. She gave me clarity. She provided me with the tools I needed to cope.”

Together, Sonia and I sat down to discuss how the conversation with this client might go. We identified Sonia’s needs. What did Sonia want from this business relationship? I advised her not to commit to anything on the spot. Take time to think things through, before signing up to a binding commitment.

I proposed the tools she needed to control the interview, and to steer and guide the conversation. Crucially, I took out the emotion from the situation, and this made Sonia less defensive.

As we talked, I picked up from Sonia that she was not taking care of her core needs. She was in danger of becoming a work-acholic. She was losing her sense of perspective.

“Julianne spoke to me about relinquishing the attitude I had. Your business life should not be what you are. It is important to maintain a separation of personal and professional interests – especially when you have your own business.”

“Although I got some great responses to my business initiative I still felt scattered. I needed to put my house in order. Julianne showed me I had the confidence to refocus, and gather my energies back into ‘housekeeping’”.

At our regular meetings, I made Sonia accountable for her actions. I knew she could deliver the processes and systems to support the business, and I suggested targets and goals to be achieved before our next meeting. In this way she was able to move the business forward.

“I enjoy what I do. Julianne reminds me to celebrate my achievements. Although it is still a bit scary, I feel really proud of what I have done. The way forward is very exciting!”

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Are you losing your focus?

2006-08-31T13:11:00.000+09:30

I can ask the right questions, but it is up to you to provide the answers!

I am coaching two clients who are both in the process of establishing new businesses. The first was keen to develop her marketing strategy by seeking out new clients and exploring new markets.

At the second coaching session she had not made any progress. She was procrastinating. She was busy surfing the net, or organising her diary. She was lost in trivial tasks, and constantly finding excuses for not “getting out there”.

I refocused her by asking the question, “What do you need to do to move the business forward?”

My second client had an established customer base. But she was overwhelmed by all her contacts, and was losing focus. She needed to take a step back in order to prioritise.

Generally, we find short-term goals easier to focus on, rather than the big picture. In this case, giving full attention and service to her top ten clients was the key.

These two clients are not unique in their experiences. For most of us, taking the next step in order to grow is very challenging. We all procrastinate before we move out of our comfort zone.

We fear rejection, and yet, once we have taken that first step, often we are surprised by the outcome. If we have a positive attitude about the product or service we are offering, we are able to get out there and create that niche market.

I asked the second client, “How can you focus your attention on this problem to achieve a positive result?” Her answer was to make herself accountable. “If I tell some key people in my life what my goals are, then I have to achieve them.” Developing positive partnerships can give us encouragement to take those first steps.

Focus on your goal, then work out what steps you need to take to get there. Maybe making daily lists will help you prioritise. It is too easy to make excuses for not getting started. As a coach I will challenge you at subsequent sessions to be accountable for your inactivity.

Through my coaching I empower you to identify the most effective way of finding your goal. I help you articulate your aim. I teach you to focus.

But it is your goal. You alone can reach it.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Getting those processes in place!

2006-08-31T13:10:00.001+09:30

“I meant to do that, but I didn’t have the time. I didn’t get round to it”.

I coach a lot of people in business who raise this cry. They then complain to me that their team is not performing productively, or cohesively. It is my job to introduce performance management into the organization, and to get it up and running.

There are three basic components to this process. The first is the planning stage; the second is to identify the activities taking place; and the third is to monitor them.

The last stage is crucial. It is so important to invite staff to a meeting to discuss the procedures, and ways of following them up.

Usually, large companies have their own pro forma. I have helped smaller businesses create pro forma tailored to their own needs.

A male manager asked me to help him improve the performance of his team. I assessed the needs of the individual members of staff, as well as those of the organization. Together we identified a clear sense of direction.

We looked at the training and development needs of the staff. We drew up goals for them to work towards as a team.

Once the pro forma was set up we had a staff meeting, so that all the staff could be involved. We invited them to complete the pro forma, and then to come back to the manager individually to discuss the outcome.

The manager asked them to assess past, present and future performance. How did they fit in to the organization as an individual?

I believe passionately that these processes create a united and collaborative team, working for the same ends. Regular performance management prevents in-team fighting.

How often should these reviews take place? Once every quarter would be more effective than twice, or once, a year. As soon as professional development needs are identified, then extra training or coaching can be sought.

Good time management is essential. Often, performance appraisals are put to the bottom of the pile. There are more pressing issues, like getting the products out to the customer, or report writing for senior management.

For an organization to work effectively, its people should be its number one priority. Discuss this at your staff meetings, and get everyone committed. Make each and every person responsible in your team.

You’ll be surprised how positive the results are.

As the manager said, “I wish I’d done this before. My team is functioning so productively. Since I have made time to do their appraisals, they are all so positive.”

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au

Are you ready for change?

2006-08-31T13:10:00.000+09:30

Change can pose a real threat.

A lot of managers talk to me when their organizations are going through change, or when their teams are not performing at their best.

“How do I get this member of staff to see things my way?”

If you want to change them, you have to change yourself first. As a manager, how can you alter your own behaviour, so you become more honest and open? Sometimes you have to think back on how you manage. Maybe you need to put your own expectations to one side. Your own issues can go on hold, whilst you empower the staff member to change.

Talk to her. Rather than rescuing her when she makes a mistake, encourage her to take responsibility for her own actions. The report that was due in yesterday. Do not offer to finish it for her. Show her how she can do things differently to achieve the desired result.

“But I’ve told her so many times…”

Is this you? Do you become demanding, and frustrated? Stop. Look at the way you are communicating with your staff member. Come up with creative and positive ways of interacting. Perhaps she needs an appraisal. Or could you ask her what she needs from you?

This may be what is required to change your own behaviour. A lot of your actions will be instinctive. Until you ask an employee what you could do differently, you will not be able to improve your own performance.

Inefficiencies often reside in leaders, as well as staff members. If you really want to get the best out of someone you need to look within yourself. If you are performing at your best, so will the people around you.

By taking total ownership of who you are, you can then empower your team to ask the same questions. Don’t be frightened to raise this with your staff. “What are your thoughts about the leadership role?” Get them to assist in the transformation. This evokes a sense of confidence and more creative thinking in the team. They feel valued. They feel unique. Fresh ideas are stimulated within the team.

Get inside your head. Are the messages you give yourself good ones? Share your thoughts. Get feedback. Nurture the passion to improve and change. It is a positive thing.

A recent report by the The Gallup Organization show how company’s’ performance is helped by getting personal in the workplace. Productivity is increased, working relationships improve, and clients are more satisfied.

Work time becomes challenging and fun. Overall, quality picks up.

What comes at the end? Celebration. Pat yourself, and your staff, on the back. Every small step forward deserves acknowledgement.

By Julianne Kuhlmann
Personal & Leadership Coach
Kool Results
"Putting You First"
Personal & Business Coaching, Leadership Development, Individual Training Programs,Work/life balance, Mentoring & Induction, Organisational performance

Email: info@koolresults.com.au Web: www.koolresults.com.au