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communication Archives - The Performance Biz

Trending Management Challenges

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Here are 5 trending challenges faced by middle and senior managers that have been addressed by us this quarter. Are you experiencing similar trends in your business?

  1. Managing people in a process-driven environment
  2. Getting team members to take responsibility and ownership in a fast-paced industry
  3. Delivering results with limited resources
  4. Receiving negative feedback about communication style
  5. Prioritising when everything is urgent

As a manager, trying to deal with these challenges when you don’t have all the skills or strategies to do so is a very stressful situation to be in. Over time, it erodes confidence and all sorts of issues arise.

With the right support, skills and strategies, what seemed once to be an impossible situation can be turned around even if you have a manager who is not a natural ‘people person’. This helps the manager and creates a positive cultural ripple across the organisation.

If you are experiencing any of the challenges on the list, do get in touch because we know how to help.

best wishes

Lucy

 

 

Engagement The Secret Ingredient

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Employee Engagement

Do you find employee engagement difficult? Get your own team engaged by discovering the Secret Ingredient. It costs nothing, yet once you have the secret ingredient, you will transform your team performance.

Albert Einstein is famously quoted as saying “If you can’t explain it to a 6 year old, you don’t understand it well enough.” Well, if you have any 6 year olds in the house, perhaps you’ll try it out for us.

Find out how to engage with your employees by downloading this short e-book.

Lucy Windsor is available for speaking, consulting and troubleshooting.

Call on 00 44 1932 888 885.

 

 

 

 

A Different Approach To The Skills Gap

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‘…whether incorporating the best strategies for moving their business forward; or overcoming some current performance issues. There is always a gap…’

(If you prefer to view this content in video format, click the link above).

If you ever travel by tube or train, you will likely have heard the familiar words ‘Mind the Gap’ over the tannoy, cautioning you to take care not to disappear underneath as you board the train.

As a coach, I help my clients to ‘mind the gap’ too. The skills gap.

Together, my client and I are eager to find the gap. Whether stretching their skills to prepare them for future promotion; or at Director level, incorporating the best strategies for moving their business forward; or overcoming some current performance issues. There is always a gap. The gap lies between where they are now, and where they are heading.

The gap represents to me, the opportunity to take a significant step forward. Just as you have to step across the gap to board a train, once you have, you will find that you are on your way to a new destination, or a new level of competency.

My suggestion for this week is to alter your view of what the skills gap represents to you. If it feels disheartening to hear that there are things you need to improve, that you are not the finished article, imagine you are standing on the platform ready to board a train. Embrace the challenge, develop those skills, ask for support if you need it. You will not regret it. New opportunities and increased confidence await you.

And then, when you are ready for the next challenge and need more advanced skills, you will know to mind the gap and board another train.

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants or call us on 00 44 1932 888 885.

Why Bother Presenting

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The opportunity though is lost so often though because the WHY was never thought through…”

Very often, business professionals approach presentations as something to get through without f*****g up. ‘Phew’ they will say internally, ‘I think I got away with that’.

They prepare strong content, ensuring all the relevant points are made. Their focus is on WHAT to cover. They may also have ticked the boxes on HOW to cover it. The opportunity though is lost so often though because the WHY was never thought through.

What is the WHY of your presentation or communication, face to face? It might be a large WHY of ‘educate, inform and entertain’ (BBC). It might be a relatively small WHY of ‘win business’ or ‘clarify project time-lines’ and so on. Even so, you must make sure the WHY is in place. The WHY is the destination – it helps your audience know:

1. Where are they heading

2. What you will want them to do

So that’s the What, How and Why…but still there is something missing. It’s all a bit dry isn’t it?

Let me introduce FROLL

FROLL is a means of making your communication

– Outstanding

– Memorable

– Relevant

Here is the approach that will help you achieve this

F = First.

Firstly, give your presentation a strong beginning. We always remember the first things in life don’t we?

R = Repeat.

Or reinforce. Very often people assume that they should only say something once. No, no, no! Remember, part of your why is to get some form of action from your audience. If you don’t like the word ‘repeat’ then use the word ‘reinforce’. Reinforce is a strong word.

Whether you use the word Repeat or Reinforce it is essential that you do it! Without this R word thoughts cannot form into actions. People need to hear things more than once. Whether it be marketing messages, advice from parents, teachers, learning lines for a play, all involve the need to repeat.

O = Outstanding.

Say something outstanding. The bauble on the Christmas tree. You don’t need many baubles – one or two. In fact the fewer you have the more outstanding it can be. Examples of something outstanding could be a story, an action (dance like no one’s watching!), even a pause…try it. Pause for 5 seconds during your speech and see what effect it has on your audience. I bet they’ll remember it!

L = Linked.

No matter what you talk about, and no matter how creative you are in bringing outstanding images, make sure they are linked to your central theme. A good technique to link absolutely anything to your message is to go as BIG PICTURE as you can when drawing out the link or message. The great thing about this technique is that there are no rules as to how big you can go.

L = Last.

As important as the ‘F’ or First in FROLL, everyone remembers the last thing you do or say. Be careful here. When does your presentation end: when you stop speaking? When you walk off the stage? When you meet the audience at the end of the session? Decide where the end is and drive towards it. The last thing to give is your Call to Action. What is it you want your audience to do as a result of what you have said, done and imagined?

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants or call us on 00 44 (0)1932 888 885.

When and How To Delegate Up

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‘You can help your manager to help you by communicating when you notice a problem or oversight…’

In a recent Insight, I talked about the art of Managing Up. This Insight is about Delegating Up, which is slightly different in my view.

Let me define what I believe Delegating Up to mean. You are at work and something has landed on your desk that you:

a) Are not equipped/skilled to deal with

b) Don’t have the authority to deal with it

c) Don’t have the capacity/resources to deal with it

d) It is someone else’s job

This matter will have come to you either direct from your manager, or through another route.

These are typical circumstances where delegating up to your manager might be appropriate. So how do you do it effectively?

1. Objectivity

Your initial reaction may be to feel dumped on, frustrated, stressed, angry, resentful, anxious at the thought of taking on this task. Your physical and emotional discomfort is a great indicator for you. As soon as you feel it, ask yourself, why do you feel that way? Which of the 4 reasons above are causing you such discomfort? Or is it something else?

OK. So now you have identified the source of the problem. And in knowing that, you have objectivity. You can go to your manager with a clear head and purpose.

2. Communicate

Arrange an appropriate time (bearing in mind any deadlines) to have a conversation with your manager. The purpose: to share that something has landed on your desk that requires action and you are not sure if (a, b, c, d or another). You would appreciate help or guidance on how best to proceed.

This provides the initial opener for a useful conversation. Notice, that the language used brings you along side your manager, rather than being combative. Humans by their very nature like to help when they are needed and your manager is likely to want to help you.

Discussion

When you meet, this is your opportunity to share the problem with your manager as you see it, and round out the detail:

a) Lack the Skills

If you believe you are not equipped or skilled to deal with it, share your concerns with your manager. It may be that your manager can coach you through so that you feel confident and capable of taking on the matter yourself. Or, it may be that the manager will reassign the task to someone who is better equipped. This also opens the potential for discussion around future development. Is it a skill you need to develop? If so, you can put a plan together so that you are equipped next time around.

b) Lack the Authority

If you believe you don’t have the authority to undertake the task, this is something to discuss. Either you will need to be given the responsibility and support of the manager and business, or if that is not possible, hand the task back to your manager. Delegate up.

c) Lack Resources/Capacity/Time

If you are genuinely maxed out and you don’t have the resources or capacity to tackle the matter, you can explain the situation to your manager, outline what you currently have on your plate and what is the likely impact of this task on your other workload. Ask your manager to help you to decide on the most important tasks to prioritise, or reassign the task to a team member who has more capacity.

d) Not My Job

Finally, if the task belongs to someone else, you can ask your manager to reassign it to the correct person/department. It might be just as simple as sharing with your manager that you think it has been given to you incorrectly and ask for their help to ensure it is picked up by the right person/team so it can be properly actioned.

(I have shared more about why this is so important to you, your manager and the business in the attached video).

In Summary

Your manager is responsible for ensuring you are working to a manageable capacity on tasks that you are equipped for and paid to do. You can help your manager to help you by communicating when you notice a problem or oversight. This is far more constructive than taking on work-load that you shouldn’t be doing and either failing to deliver or busting a gut and resenting others.

I hope this has been a useful insight and offers a helpful strategy for when and how to Delegate Up appropriately.

If you like it and can see its value, please share your enthusiasm with your friends and colleagues so that they may receive Insights too.

To speak to one of our consultants, please call us on 00 44 1932 888 885.

Clear Your Mental Clutter

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‘The more we postpone making a decision, the longer the spin cycle and the bigger the load…’

(If you prefer to view this content in video format, click the link above).

My friend and Professional Organiser, Denise Allan, was sharing tips on morning TV the other day about how to keep your home tidy and she said “Clutter is postponed decisions”.

Wow! Powerful.

And then I began to look about me. The areas of clutter in my own home (Those drawers that contain stuff that we never use, but haven’t decided what to do with them. That pile of papers, not urgent, yet waiting for a decision. The neglected area of the garden, waiting for us to decide whether to plant or pave it).

Consider then the tidy areas (The utensils, we decided exactly which ones we want in the drawer. Those we use only on rare occasions are kept in a different cupboard. The living areas are tidy – most of the time! Everything has a place and is put away at the end of each day). It seems therefore, that clutter does indeed represent postponed decisions.

Did you know, however, that a similar thing happens in the brain – the clutter, or mental chatter, that accumulates. The endless spin cycle of thoughts, that take up so much head-space.

The more we postpone making a decision, the longer the spin cycle and the bigger the load.

When you feel exhausted, and there is no apparent reason for it (that is, you haven’t been up for hours, or pushed yourself mentally or physically), ask yourself what are the thoughts that are going around in your head? What decisions might you be postponing?

Raj Raghunathan PhD. Associate Professor afilliated with Dept of Marketing at University of Texas, McCombs School of Business ran a study to look at mental chatter.

He got the students to write down their spontaneous thoughts. These are the thoughts that occur before the student attempts to put a positive spin on them.

Prior to the study, most students predicted that 60-75% of their thoughts were likely to be positive. The results were surprising. Up to 70% of the spontaneous thoughts that were actually recorded were negative.

According to Professor Raghunathan’s study, the thoughts fell mainly into 3 categories:

Inferiority eg: Will someone else do better than me?

Love & Approval eg: Why wasn’t I chosen?

Control Seeking eg: Why won’t people listen to me?

You will notice how these thoughts are all about external validation and comparison.

So what is the connection between clutter clearing at home, mental clutter clearing and this study?

Once again, we’re back to decisions.

As a Leader, you can buy yourself head space and clear some mental chatter by making decisions. Successful leaders are in the habit of making many decisions up front. They plan for them. For instance:

o How they are going to represent themselves

o What they are going to wear (they adopt a ‘look’ – no pulling out all the possible options at 6:30am for them!)

o How they are going to lead their team

o What culture they are going to create

o What standards and expectations they expect of themselves and their team

o What they will do to meet their objectives

o How they are going to deliver value for the organisation

And so on…

With these decisions already made, they have automatically freed up space in their heads so that they can tap into their creativity, be more resilient and self-assured, gain clarity and the energy needed to deal with important matters. It really is like opening the filing cabinet, boxing up everything unnecessary and archiving it.

When we work with clients, we focus on simple, practical steps that make the biggest difference to them, their teams and their organisation.

By the way – if you could use some clutter clearing tips for the home, here is that clip of Denise in action.

To read an article about Professor Raghunathan’s study, click here.

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants or call us on 00 44 1932 888 885.

The Art Of Dilation

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Leaders, public speakers and anyone in a position of influence need to develop a sense of dilation when preparing to speak, meet, influence, pitch or perform through face to face communication.

What am I talking about? Am I talking about the pupils of the eye dilating when you enter a darkened room? Well, sort of.

Dilation is defined as the action or condition of becoming or being made wider, larger or more open.

So what does this mean and why is it relevant to leaders and communicators?

Let’s take a step back. What‘s the point of public speaking? Actors and professional speakers understand that they are there to move people from one position to another. To move you to tears, to change your view, to enlighten you about a particular point of view, to engage you in a new or refreshed way on a subject that might have turned a bit stale…? You get the point.

In order to accelerate this influence and for it to be energised, impactful and memorable, the communicator needs to dilate!

In the terms of a being a more influential leader and communicator, Dilation happens when:

1. The speaker’s energy is controlled

2. The gestures are energised for instance hand gestures – so that the message is fully committed and not diluted by weak energy that allows the gestures to ‘leak’ away. Imagine the energy flowing through the ends of your fingers and out into the atmosphere. Don’t stop the energy flowing too soon, otherwise your fingers might look like damp lettuces at the ends of your arms!

3. The words used are energised. The vocal delivery is fully supported by the diaphragm and is clear and resonant. The delivery ‘hums’ and hits the target. There is a sense of crescendo in the energy of your speech.

4. The thoughts are present and alive! The speaker is fully alert to what is going on around him or her.

5. The atmosphere is electric. The speaker is reaching out to the audience with strong stories that stimulate the audience’s imagination – so that they are fully engaged.

Another way to look at Dilation is to regard the whole process of communication as an energy flow similar to that of a river or a sea tide that carries any debris or blockages along with it and builds towards its call to action. Irrepressible, unstoppable, irresistible.

If you like receiving Insights, please share your enthusiasm with your friends and colleagues. Our mission is to create a happy, productive work environment that lays the foundations for success.

If you are interested in this topic or would like to discuss communication in your business, click here or call us on 01932 888885.

Are You Successful At Managing Up?

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“You will have a unique perspective, based on who you are, your experience, your knowledge and your understanding of a situation. Sometimes, your unique perspective might be just what is needed…”

(If you prefer to view this content in video format, click the link above).

This is an interesting topic and the reason I am posting it now is because it is a challenge for so many and specifically because one of my clients raised it with me the other day.

What does it mean?

Firstly, I’d like to define what Managing Up means, in my view. Managing Up is to be a trusted colleague and to have a voice with those who are of a higher status than you, your boss, for example.

It is perhaps an unfortunate term, as it can suggest the tail wagging the dog and that is far from the truth and a million miles away from what anyone needs or wants.

I see Managing Up as distinct from Delegating Up, which will be discussed in a future article.

Why is it important to be able to Manage Up?

At times, maybe often, you will see things that others don’t see. You will have a unique perspective, based on who you are, your experience, your knowledge and your understanding of a situation. Sometimes, your unique perspective might be just what is needed.

What are some of the perceived risks of Managing Up

  • Getting into conflict with your boss
  • Your boss taking the credit for your ideas
  • Your boss not doing what you say
  • Feeling frustrated that they don’t see your point of view
  • Feeling undervalued
  • Your boss not
  • sharing their worries with you
  • Defensiveness or getting angry
  • Feeling reluctant to stick your neck out, after a previous bad experience

The list goes on…

How to Manage Up Successfully

1. Rename, reframe – Instead of Managing Up, it might be helpful to think – How can I become a ‘trusted colleague’?

You are trying to create a relationship that is mutually respected. Where you can voice your opinion safely and can work together for the benefit of the company, clients and team. There is no ‘management’ to be done, there is only collaboration and openness.

2. Know the parameters – Every relationship has parameters that must be observed to be successful.

This is key to your success here. One of the biggest mistakes people make is to believe their value as an employee is attached to being right and this can damage the relationship. When you believe success relies on your advice being acted upon, as soon as you have won the argument (assuming you do), you may well have damaged the trust. If your point is not acted upon, however, you are likely to feel aggrieved.

Remember, you don’t have the responsibility that your boss has and you won’t necessarily share the same perspective as each other. Your boss might have a broader understanding of the strategy, for instance. Therefore, it is good practice for a trusted colleague to detach from the outcome, when it comes to offering up your ideas and opinions. By all means, get fully behind your proposition and give it your best. Then let go. Your boss owns the decision.

3. Think first – Is what I am about to share constructive and positive? Does it benefit my boss, the organisation and the team?

4. Practice patience – It is easy to get frustrated. It takes strength to practice patience. It will pay off. Focus on your own deliverables and make sure your work is of the highest standard, avoid getting distracted by politics, gossip or what other people should be doing and remind yourself that rejection of one idea or opinion does not mean a rejection of you. Stay confident, stay open and whatever the result, know that you have at least sowed a positive seed and a different perspective.

Wishing you luck! Please share your experiences with us. It is always so inspiring to hear when you have had a great result.

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants.

In The Moment

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“Most of our time is spent in the past or the future, rather than the present moment. What we end up doing is passing through that moment on the way to somewhere else and, in doing so, we miss the moment…”

One of the great enemies of action is procrastination. Procrastination is that place we go to where we are merely addressing the past or the future and not what we are doing now, in the present.

Like most things, it becomes habitual and takes many forms. It’s the devil on your shoulder that says “have one more coffee”, before your get to work, “go on Facebook”, when you have planned to go for a run, “daydream” instead of paying attention to class, “Listen to another expert” doing what you know you can do without the need for their expertise…and so on, and so on.

Being present is when you are perfectly at peace with the current situation that you are in. You are fully aware on a sensory level where you are and what you are doing. It’s a form of action that is immediate, committed and fully open and responsive to what is happening at that time.

The notions of the Past, Present and the Future are critical frames for how we communicate. For instance, the Past is the rich well of stories from our experience that we can tap into. The Future is the anticipation, excitement and vision of what the actions of today can engender for you and your audience tomorrow.

The Present is very often the element that is given least thought. And yet, this is where, through action, that being present can enable the rich learnings of the Past and the exciting visions of the Future are communicated.

So, how do we stay present? The first thing to recognise is that, try as we might, we really can only do one thing at a time, so we ought to do that thing wholeheartedly. Most of our time is spent in the past or the future, rather than the present moment. What we end up doing is passing through that moment on the way to somewhere else and, in doing so, we miss the moment. That’s how life ends up passing us by – we do it to ourselves.

So here are 4 reminders of how we can be present and achieve a higher quality of communication for ourselves and for others:

1. Take a breath

Breath, along with change, is the only constant, and being present starts with the breath. Simply draw a deep breath and let it out through your nose. When we breathe through our mouth it triggers a subtle anxiety response, which increases heart rate and redirects blood flow. That’s why you rarely see elite runners and cyclists panting, and why one of my own martial arts instructors used to make us train for hours with a mouthful of water. A slow release of breath through the nose has the opposite effect of mouth-breathing, and draws a relaxation response.

2. What are you doing right now?

Consider, the Hierarchy of Control™ for every action you are doing right now:

· Consider your action

· Consider your thoughts about this action

· Consider your feeling towards this action

· Consider your emotions about this action

· Consider your physicality about this action

Not being present is easy. There are bills to pay, and kids to pick up at school. There are doctor’s appointments and reports to write, books to read, parents to resent, loved ones to miss and the list goes on and on. With all that going on – past and future – it’s no wonder that presence is so elusive. It is not, however, as elusive as you might believe.

3. Internal and External Focus

Observe it, name it and stand away from it — all at once. The moment is now…now…now…now… When we cling to a “now”, rather than simply bearing witness to it and letting it pass by, we become trapped in time as it passes. We are operating on two levels when we are present:

– Internal Focus – why are we doing this action?

– External focus – what action are we doing?

The key is to look to synchronise these focuses so that they become as one. This will make it easier for us to stay present for a longer period of time: committed, concentrating and sustaining our attention on the matter n hand whether it be a simple action of drinking a cup of tea or a more complex action of seeking to understand a message from a colleague.

4. Come back to the breath

When the world or your thoughts begin to again intrude, simply come back to the breath. Inhale, and release your exhale to unbind yourself from the shackles of the past and the anxieties of the future. The constancy of breath can create the constancy of presence for us, if we choose to show up.

Prepare these actions with a feeling of ease. The more your practice these layers of being present the more readily they will come to you.

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants.

Juggling Balls

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Remembering What Balls To Juggle Has Saved My Life!

One of the most outstanding quotes I have ever heard was from Brian Dyson, CEO of Coca Cola. At a conference in 1996, after a relatively difficult year for the company, Brian shared these words of wisdom:

“Imagine life as a game in which you are juggling some five balls in the air.

You name them – work, family, health, friends and spirit, and you’re keeping all of these in the air.

You will soon understand that work is a rubber ball. If you drop it, it will bounce back.

But the other four balls – family, health, friends and spirit are made of glass.

If you drop one of these, they will be irrevocably scuffed, marked, nicked, damaged, or even shattered.

They will never be the same. We must understand that and strive for balance in our lives.

How?

Don’t undermine your worth by comparing yourself with others. It is because we are different that each of us is special.

Don’t set your goals by what other people deem important. Only you know what is best for you.

Don’t take for granted the things closest to your heart. Cling to them as you would your life, for without them, life is meaningless.

Don’t let your life slip through your fingers by living in the past or for the future. By living your life one day at a time, you live all the days of your life.

Don’t give up when you still have something to give. Nothing is really over until the moment you stop trying.

Don’t be afraid to admit that you are less than perfect. It is this fragile thread that binds us to each together.

Don’t be afraid to encounter risks. It is by taking chances that we learn how to be brave.

Don’t shut love out of your life by saying it’s impossible to find time. The quickest way to receive love is to give; the fastest way to lose love is to hold it too tightly; and the best way to keep love is to give it wings!

Don’t run through life so fast that you forget not only where you’ve been, but also where you are going.

Don’t forget, a person’s greatest emotional need is to feel appreciated.

Don’t be afraid to learn. Knowledge is weightless, a treasure you can always carry easily.

Don’t use time or words carelessly. Neither can be retrieved. Life is not a race, but a journey to be savored each step of the way.”

–Brian G. Dyson

President and CEO, Coca-Cola Enterprises during his speech at the Georgia Tech 172nd Commencement Address Sept. 6, 1996.

To find out more about how to be an EPiC leader, click here to arrange a conversation with one of our Consultants.

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