Chris Farmer's Blog

Chris Farmer info@corporatecoachgroup.co.uk — Wed, 19 Jun 2013 00:00:00 GMT

Do I Need A Personal Management Training Course (Infographic)

Chris Farmer info@corporatecoachgroup.co.uk — Mon, 17 Jun 2013 00:00:00 GMT

One way to develop your personal management and leadership skills is through attending a relevant training course. Although with a number of courses to choose from and a range of skills available for you to master, coming to a final decision on which course is right for you might seem a little challenging. So to make this process easier and to find a course that's best suited for you, take a look at our brand new Infographic.

Embed this Infographic on your website:

 <a href="http://www.corporatecoachgroup.co.uk/blogDetail.asp?blogid=466"> <img src="http://www.corporatecoachgroup.co.uk/blog/images/391bbf3e54204f8aac8e4e982badff56.jpg"/></a><P>Source: <a href="http://www.corporatecoachgroup.co.uk/">Corporate Coach Group</a>

Train to be a better manager

Chris Farmer info@corporatecoachgroup.co.uk — Mon, 17 Jun 2013 00:00:00 GMT

Train to be a better manager

Question: How can I train myself to become a better manager?

Answer: You can attend a training course that will teach you the specific skills you need to develop in order to become a better manager.

Question: What are the specific skills I need to become a better manager?

Answer: There are six specific management skills you need to develop and master, if you want to progress as a manager.

They are as follows:

The ability to set and achieve goals.
The ability to communicate well.
The ability to plan ahead well.
The ability to handle difficult people.
The ability to manage your own emotions and to motivate yourself.
The ability to manage the emotions of other people; the ability to motivate others.

What are the details of each?
Let us examine the details of each of the above six attributes of the better manager.

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1.The ability to set and achieve goals
This is the primary role of the manager. The manager is charged with the responsibility to maximise the productive ability of the team.

If the manager does not help the team to achieve the goal, then the manager no asset; the manager is a liability; for he she is drawing a wage but not adding any value.

If the manager is able to help the team to become more efficient and make the team more able to hit the goal, then the manager is paying for his keep. The purpose of a manager is to make the rest of the team more effective and more able to achieve the goals that it has been charger to achieve.

Therefore the manager must be a goal focused individual.

Goal focus. The ability to set and achieve goals is the primary role of the manager.

2. The ability to communicate
The manager does not achieve the goal by doing the spade work. The manager achieves the goal by organising the activities and planning the activities that need to be done in order to achieve the goal;

That means that the manager must be able to communicate well.

He she must be able to communicate:

The goal.
The reasons for the goal.
The plan that will achieve the goal.
The steps that constitute the plan.

Communication is a must-have skill.

Clear communication means communication that is;

Clear. Precise. Unequivocal. Accurate. Defined.

A manager must avoid communication style that is:

Unclear, inaccurate, ill defined, vague, ambiguous.

If the manager speaks and writes in ambiguous terms, and gives unclear, muddled instructions, then failure will follow him everywhere he goes.

If the manager speaks and writes in clear, precise, accurate and defined terms, then success will follow him like his shadow on a sunny day!

A manager must study how to speak and write clearly.

3 The ability to plan ahead well
As stated above, the manager must assist the team to achieve the goal. The manager does that, not by doing the spade work, but by planning the work. The manager must be able to:

Plan ahead. Prioritise. Prepare. Prevent problems. Delegate and organise activities.

If he does not, then he will be forced into the position of asking the team to act with; no plan, no sense of organisation, being ill prepared and disorganised. As a result the team will fail.

Proper planning prevents poor performance.

Perfect planning precedes perfect performance.

Failing to plan is planning to fail.

You have heard these things before.

Take them to heart. They are true ideas.

A manager must be prepared to spend endless hours planning.

4. The ability to handle difficult people and conflict situations
The sad truth is that, as soon as you tell the team what the goal is, and what the plan is, then you will experience conflict.

Someone won't like the goal.
Someone won't like the plan.
Someone won't like either the goal or the plan.

So you will have to deal with conflict.

Conflict is inevitable.

The manager must deal with conflict situations.

The manager must deal with conflict situations according to the principles of reason.

According to the principles of reason means: The manager must deal with conflict according to the facts, not the feelings. He must be objective in his judgement; not base his judgement on arbitrary mood.

The manager must resolve conflicts:

According to the facts of what actually was said, not on rumours.
According to the facts, not the guesses.
According to the facts, not the opinions.
According to the facts, not the prejudices.

The manager must deal with conflicts quickly and according to facts and according to logical principles of justice and fairness.

The manager must not allow the conflicts to degenerate into long drawn out bouts of emotionalised arguments based upon clashing personalities and egos.

Illogical cat fights don't help.

The manager must develop the skills of rational conflict management.

5.The ability to manage one's own emotions
We are affected by how we feel.

If we feel strong we work well.
If we feel weak we don't work well.

The manager must be the source of emotional strength to the rest of the team

Where does the manager get her strength from? Who motivates the motivator?

Answer; from nobody but herself: the motivator motivates herself.

The good manager is a self-motivator, she has to be.

She has to be a self-motivator because, if she is not a self-motivator, then she will not be able to dish out motivation to others who need it.

The manager must understand what motivation is, and how to manufacture it.

Motivation is an emotion that flows from the belief that the goal is attainable and that the plan is sound.

If your manager can instil the belief, in the team, that the goal is attainable and that the plan is sound, then the team will be motivated.

But if the manager or the team don't belief that the goal is attainable then they will think that to go on would be useless. And if they think that the plan is not sound, then they won't to implement the plan.

In both cases, the result will be a lack of motivation.

The manager must be able to believe and communicate a feeling that the plan is sound and that the goal is attainable.

And then there will be a high degree of motivation.

6. The ability to inspire the others
The manager must be able to inspire the others.

The manager does that by combining the preceding attributes.

The manager will inspire the team if the manager combines:

A clear sense of goal focus. With;
A detailed written plan of action. With;
Excellent communication skills. And;
The ability to resolve conflicts;

And a high degree of motivation and self-confidence.

Then the team will be inspired and will perform well.

Where can you find a course that covers all six attributes?
1. Goal focus.
2. Accurate communication.
3. Proper planning.
4. Conflict management.
5. Self-motivation and self-confidence.
6. Inspirational leadership.

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You can find such a course by following the link to the Corporate Coach Group.

Remember to follow us on Twitter Like us on Facebook Thank you for your time

Your personal development plan

Chris Farmer info@corporatecoachgroup.co.uk — Fri, 14 Jun 2013 00:00:00 GMT

Your personal development plan

Your "personal development plan" is the document you write which details the steps you intend to take to increase your professional skills, knowledge and abilities.

Your personal development plan is important to you because you need to consider yourself as being in a constant state of continuous development. You need to be continuously developing because, the truth is, that the world is changing so rapidly, if you did not work hard to update and improve your skill set, you would quickly find that your knowledge base was obsolete.

The rate of change in the market place is more rapid now than it has ever been. If you consider the major changes, the technological advances in the last ten years, then you will know that industries that have existed for years, are suddenly struggling to survive, (for example, printed paper books and magazines are struggling against the electronic books and i-pad readers).

And other industries that did not exist ten years ago, are now growing like crazy, (such as on line gambling).

So it is true that you will have to work hard to keep up. You are competing for your position in a competitive and innovative work environment and you must be able to demonstrate your ability to add value to the market place.

But "working hard" does not mean physically working hard (lifting heavy weights). It means work hard to develop your mental skills, your professional skills.

What are the major professional skills sets to develop?

There are seven major skills to develop.

Here is a list of the seven major skills to develop.

Technical skills relating to the provision of your product or service.
Leadership skills relating to the ability to set clear and distinct goals.
Communication skills relating to your ability to accurately transfer your facts, feelings, information and ideas into the minds of other people, by both the spoken and the written word.
Problem solving skills that relate to your ability to achieve the goals that you have set or those that have been assigned to you.
People skills, relating to your ability to handle difficult people and conflict and to make effective negotiations that result in progress.
Self-management skills, relating to your ability to always be in the right place at the right time, in the right mood.
Management of other people skills, relating to your ability to inspire the best work output from the other people you work with.

Let us make notes on each one of the above seven.

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1. Technical skills relating to the provision of your product or service
You need to know your stuff. If you are not up to speed in the latest advances or innovations that pertain to the delivery of your product or service then you are in danger.

The only way that you can make progress and earn more next year is to improve your knowledge base.

How can you improve your knowledge base?

Four ways:

Read. Read the books and journals that are specific to your industry.
Observe. What others in the field are doing. Don't miss anything.
Think. Sit down and ponder. Maybe you could be the first one to do the next new thing!
Review. Go over your old notes. Don't forget what you already know. If you don't use a memory then it fades. So practice, practice, practice.

2. Leadership skills relating to the ability to set clear and distinct goals
Your ultimate aim is to be successful. And in order to be successful you must progress; and in order to progress you must mentally, mark out points along the way. These "points" are your short and medium range goals.

You progress by setting goals and working to achieve them.
But you cannot achieve a goal that you never set.

The first step to achieving a goal is to set it.

Leaders are good at setting clear and distinct goals. The goal acts as the focus point for all planning and activity.

If you don't set goals, then you can have no plan.
If you have no goals and no plan, then you cannot progress.
Therefore you should set goals.

3. Communication skills relating to your ability to accurately transfer your facts, feelings, information and ideas into the minds of other people, by means of both the spoken and the written word.

Communication skills are a vital component of your professional development because you have to be able to elicit the best performance from others. And in order to do that, you need to be able to use words effectively. If you cannot use words well, then mis-communications, misunderstandings, upset and conflicts will dog your trail. You will not progress well.

If you do develop your skills as a wordsmith; both in the written and spoken form, then you will be able to accurately express your ideas and transfer information without confusion. If you are able to accurately express your ideas and transfer information, then you will progress much faster.

Study communication skills.

Study language.

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4. Problem solving skills that relate to your ability to achieve the goals that you have set or goals that have been assigned to you

Setting a goal immediately presents you with the problem of how to achieve that goal.

You need to study and improve your ability to solve problems; to create solutions capable of eliminating the problem or circumnavigating it.

Problem solving requires the following skills:

Skills of analysis: the ability to break a problem down to its component parts.
Skills of logic: the ability to formulate a logical plan of action.
Skills of creativity: the ability to make intuitive leaps and arrive at a new and unique solution to an old problem.

Logic and creativity are all skills that can be developed and learned.

We recommend that you do.

5. People skills, relating to your ability to handle difficult people and conflict and to make effective negotiations resulting in progress

Whenever you try to implement a plan you will find that some people won't like it. They may become difficult and may oppose you and your plan.

If your plan is sound then you must learn to handle the difficult person and manage the conflict situation. You may need to develop your negotiation skills.

Handling difficult people means:

Not getting angry and losing your temper.
Not getting upset and giving away concessions, simply to avoid the conflict.
Managing the conflict by using objective language and negotiation skills to lead the person to a workable solution.

Objective language is language of fact, not of emotion and judgement.
Objective language is to be compared to subjective language; subjective language is language of emotions and judgement.

When you are in conflict use objective factual language, not emotionalised subjective language.

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6. Self-management skills, relating to your ability to always be in the right place at the right time, in the right mood

Self-management means primarily being in the right place at the right time. If you are not in the right place, or you are late, then obviously you are not going to make the grade.

But less obviously you must be able to arrive in the right mood; in the right frame of mind.

You must be ready mentally and emotionally for whatever the event demands.

You might call this skill, emotional management.

Some people use the term emotional intelligence.

If you are required to be motivated but you are not, then you won't win.
If the situation requires that you are energetic and you arrive feeling tired, then you won't win.
If the situation requires that you are focused and you are distracted, then you won't win.

You must become more able to direct your own mind and mood and master yourself. If you cannot manage yourself then what are the chances that you can manage others.

7. Management of other people skills, relating to your ability to inspire the best work output from the other people you work with

If you combine the preceding abilities:

Good product and technical knowledge.
Good goal setting skills.
Good use of language.
Good planning and problem solving skills.
Good conflict management skills.
Good self-management skills.

If you combine these together, then you are in a very strong position to achieve the last requirement: the ability to inspire the best work output from the other people you work with.

This is the ultimate goal. To inspire others to give their best performance. Your life is enriched to the degree to which you can inspire others around you to give you their best efforts.

If everyone around you was inspired to give you their best efforts, then what would your life be like?

But you would agree that in order to inspire other people to give you their best, then you must be prepared to give them your best.

You cannot get something for nothing.
You reap whatever you sow.
Only if you plant good seeds, will you get a good crop.

Therefore work on developing your personal development plan.

Do it today.

Remember to follow us on Twitter Like us on Facebook Thank you for your time

For more information about Corporate Coach Group personal development training please visit the website

What makes a good team leader

Chris Farmer info@corporatecoachgroup.co.uk — Wed, 12 Jun 2013 00:00:00 GMT

What makes a good team leader?

A team leader may be defined as, "A member of a team or organisation who is primarily responsible for the communication of a clear goal, together with the intelligent organisation of the teams resources that will best achieve the goal in the most efficient manner possible."

Improvement is always possible, therefore, every team leader would benefit if they were to improve their core leadership skills.

There are six core skill sets that every team leader should be aware of: Skill sets of professional development. You would benefit if you developed the following six skills sets.

We call them these six skills the "primary virtues of leadership".

The six "primary virtues" are as follows:

1. Clear purpose

The ability to create a clear and distinct goal.

The concept of leadership implies that the leader has in mind, a destination; a clear and distinct goal.

A leader must know where he she is leading.
A leader must therefore be a goal focused person.

The leader must not be a drifter. A drifter is a person who tends to "go with the flow". A drifter is a person who will willingly adapt himself to accept all circumstances with good grace; rather than attempting to bend circumstances to conform to his will.

Leaders don't put up with current conditions.
Leaders have a goal to improve on current conditions.
Leaders are not drifters.
Leaders are goal focused individuals.

2. Excellent communication skills

The leader must be able to communicate the nature of the goal to the rest of the team. If the leader cannot communicate the goal to the team, the leader will fail.

In addition the leader must be able to communicate the reason for the goal. The leader must be able to explain why the goal is a worthy and attainable goal. If the leader cannot communicate why the goal is worthy and attainable, then the team won't want to invest any effort into it.

Therefore the leader must be an effective communicator.

The leader must possess the ability to accurately explain ideas to others, in such a way that they will understand, agree and will act in accordance with the ideas.

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3. Rational, logical plans

The leader must possess sufficient intelligence to be able to create a rational practical plan of action that will show how to achieve the goal.

This means the leader must be a planner. The leader must be able to analyse the facts and formulate good written plans of action that will achieve the goal in the most efficient way possible.

If the leader cannot create plausible plans, then the leader's goals are, in reality, merely dreams.

Leaders are not dreamers.
Leaders are planners.

If you want to be a better leader then it is important that you sit down and start writing detailed plans.

4. Rational conflict

The moment you try to implement your plans, you will inevitably come up against conflict.

Someone won't agree with the plan, someone won't agree with the goal. You must be able to handle the doubters. You must be able to handle the dissenters and those who think you are wrong.

Conflict is inevitable. Therefore you must become a conflict manager.

The leader must possess the ability to guide and harmonise the various personalities in the team, so that they are more able to synchronize their actions and be more likely to reinforce and complement each other.

Conflict can be beneficial; if it is a rational conflict.
Conflict can be destructive; if it is an emotionalised conflict.

You must learn to deal with conflict in a level headed, rational and non-emotional manner.

Leaders are good at handling internal team conflicts.

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5. Inspire and motivate yourself (personal management)

The leader is the source of emotional strength in the team.
The leader sets the emotional terms.

If the leader feels strong, confident and motivated, then the rest of the team will tend to follow this lead.
If the leader feels defeated, lacking in confidence and lethargic, then the team will follow that lead.

So the question is "Who motivates the motivator?"

Answer; nobody. The leader must motivate himself. Herself.

The leader must therefore, possess the rare ability to maintain a positive mental state of optimism and realistic self-confidence, especially during the tough times.

The leader must be resistant to losing heart after a defeat or series of setbacks.
The leader must be self-reliant in terms of their ability to generate emotional strength motivation and confidence.

Only then can the leader be in a position to dish out emotional strength, motivation, and confidence to the others in the team.

6. Inspire and motivate other people

The leader must possess the ability to inspire the positive emotions of self-belief, desire and confidence in all the other members of the team, especially during difficult times.

This is one of the main functions of the leader.

The leader must be able to create in others a firm belief that:

The goal is worthy and attainable.
The plan is sound and will work.
The doubters in the team are wrong.
That the future will be better than the current situation.

The leader must possess the ability to prevent excessive negativity, pessimism or fear to take hold of the team and weaken its spirit.

If you make a list of the great leaders, you will observe that they all have this quality.

Are you able to inspire feelings of Goal focus, in others?
Are you able to inspire others to help you build good plans
Are you able to inspire harmonious work atmosphere?
Are you able to inspire feelings of confidence, and motivation?

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If you want to learn to be a better leader, then you may wish to attend our two day leadership course - Corporate Coach Group.

Remember to follow us on Twitter Like us on Facebook Thank you for your time

How can I manage my friend

Chris Farmer info@corporatecoachgroup.co.uk — Tue, 4 Jun 2013 00:00:00 GMT

How can I manage my friend

On a recent training course, in oxford, I was asked the following question, by a delegate called Kim, which I have heard many times before, from previous delegates.

How can I manage poor performance from the people who are, at the same time, my subordinate colleagues, as well as being my friends?"

I answered Kim in the following way.

"Kim, you find yourself in a common, and difficult situation. You are a manager of a team that forms part of a larger organisation. You have been promoted to team leader. You and the other people in your team have known each other for years, and are friends.

And now you are also trying to manage them.

This is usually a fine situation, but sometimes it causes you problems.

The problem occurs when the friend-colleague does something wrong.

He does something that he should not do
He fails to do things that he should do

Now you are required to give your friend colleague some negative feedback; corrective feedback; criticism.

This causes you problems.

It causes you problems because there is now a clash of interests between two conflicting desires in your mind.

You do want to remain friends and so don't want to criticise your friend's behaviour.

You do want to be considered a good manager, and so you need to criticise your colleague's behaviour.

What are you to do?

Here are the steps.

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This is what you should do.

1. Decide that, whilst at work, you are primarily a manager, and secondarily a friend.
2. Recognise that you cannot put your friendship loyalties over your obligations to yourself as a manager.
3. Recognise that if you did subordinate your obligations as a manager, to your duty as a friend, then you would fail as a manager.

If you want to succeed as a manager, and gain respect as a friend, then you must not pretend that nothing is happening, you must instead deal with the conflict situation quickly and effectively.

By what means should you deal with the conflict situation?

Here are some more steps:

Tell the person IN FACTUAL language, exactly what it is he is doing wrong. Name the behaviour, or name the omission, in specific, objective, factual language.

Example:
Kevin, for the last four days, you have arrived at work between twenty minutes and half an hour late.

Step two:
Ask for the corrective behaviour: Use the magic phrase: "instead of that, in future, would you please......." And then name the exact corrective behaviour, in specific, objective, factual language.

For example:
You are contracted to start work at nine, so Instead of being late, in future, would you please.......Come in on time; ready to start work at 0900, as you are contracted."

Make your statements completely objective and factual.
Do not make your statements emotional, evaluative or opinionated.

Example of emotional statement: "I am disappointed and annoyed by the fact that you have chosen to come in late..........."
Example of evaluative statement: "It is totally unacceptable and unprofessional of you to come in so late............".

Example of opinionated language: "in my opinion you have no excuse to come in late. Four days on the trot. In my opinion it makes you look really bad."

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This is important for you to remember

Use only factual specific objective, language.
Never use opinionated, emotionalised, evaluative or judgmental language.

If you keep to these two rules you will be able to correct your friend- colleague without soiling your friendship making your criticism sound like an insult.

Think about this:

Is there a difference between?
"A criticism" and "an insult".

Answer:
Yes.

Question:
What is the difference between a criticism and an insult?
Answer: all insults are expressed in highly opinionated, emotionalised, evaluative and-or judgmental language.

All critical feedback messages provide: specific, objective, factual information.

This information is:
What is the wrong behaviour?
What is the corrective behaviour?

If you understand and apply these principles, then you will be able to critique your friend's performance.

He - she might even thank you for doing so.

For more information about manager training please visit the Corporate Coach Training website

Remember to follow us on Twitter Like us on Facebook Thank you for your time

Ten tips to manage people

Chris Farmer info@corporatecoachgroup.co.uk — Thu, 30 May 2013 00:00:00 GMT

Ten tips to manage people

If you are a manager then you will have to manage people.

But people are very difficult to manage.

If you have little idea about how to do it, then they are even more difficult to manage.

So, if you are looking for some good ideas on how to manage people, then here are ten manager tips that will definitely help, if you apply them.

Manager tip number one - Remember that people are motivated mostly by their own self-interest

People are motivated mostly by their own self-interest.

It is important you remember that people don't work primarily for your benefit.

They don't work for the benefit of the larger organisation.

They work primarily to benefit themselves and their loved ones.

Therefore, if you want to motivate people to do something, talk to them about how the task is in that person's own self-interest.

If it is not in that person's self-interest, then try to set up a reward system, linked to the successful completion of the task, that the person will enjoy, when the task is successfully completed.

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Manager tip number two - Remember that people work better when they know exactly what the goal is

Tell people exactly what the goal is. Don't leave people guessing. Don't keep moving the goalposts. Try to create an environment where each worker knows exactly what is being asked of him or her.

Create clear goals, and tie them to rewards. (See point one).

Manager tip number three - Tell them the reasons why

Tell people why the goal is important. Let the people know what they are aiming at and let them know exactly WHY the goal is important.

This is important because people are intelligent and they need to know that they are doing something worthwhile.

To work well, they need a clear and distinct goal, (see tip 2); they need a personal motive (see tip 1) and they need a good reason (tip 3).

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Manager tip number 4 - Give them a practical plan

Now you have told them what and why they are doing it; now they need to be given a plan of action. Show them the detailed plan. How are they expected to achieve the goal set out for them?

Give them the steps.

To the degree possible give them a well-designed plan of action that tells them exactly what they need to do, in the order they need to do it.

This plan of action will not be 100% complete or will it be 100% accurate, but make it as complete and as accurate as your knowledge allows.

Management tip number 5 - Ask them for their contributions to improve the plan

Ask them for their contributions to improve the plan. People are intelligent beings and it is often true that the person who is actually doing the work, (the worker) is the person who can see the flaws in the plan, which was designed by the management.

The manager should encourage the worker to add as much knowledge and information gained at the sharp end of delivering the task, to improve the plan.

This act has three advantageous benefits.

o It improves the plan
o It motivates the worker
o It improves the relationship between the management team and the workers

Manager tip number 6 - Give positive feedback

Give positive feedback to any person who does anything good.

Don't forget to give positive feedback, to any person who does anything good.

Failure to give verbal and written praise and appreciation will cause the work force to feel unappreciated. I know that you appreciate them in the form of giving them money and benefits. But that is not enough! Give them kind words too.

Kind, appreciative comments and praise will inspire people to work harder and longer with good grace.

A lack of appreciation; a lack of praise; and a lack of an occasional kind word; will trigger a negative response.

Appreciation is free and easy to give.

Appreciation is costly not to give.

Splash it about a bit.

Manager tip number 7 - Give people negative feedback

Give people negative feedback.

o When someone has done something wrong. 0r
o When someone has failed to do the right thing

Then the manager must have the courage to give negative feedback.

The manager must take the following steps:

o Tell the person what they have done wrong.
o Name the specific corrective behaviour, and ask them to do that instead.
o Negotiate on what would be a new correct behaviour.
o Ask for a commitment to change.
o And then shake hands and leave on that new commitment.

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Manager tip number 8 - Be a role model

Be a role model: model the behaviours and standards that you expect the others to live by.

You have to be seen to be an example of the kind of behaviours that you want the others to work to.

o If you are criticising other people for being late, and you, yourself are always late, then it does not cut much ice.
o If you are criticising other people for being scruffy, and you, yourself are even worse, then it does not cut much ice.
o If you are criticising other people for being rude, and you, yourself are always swearing then it does not cut much ice.

Try to be a living example of the standards that you are trying to impose on the others.

Otherwise you won't cut much ice.

Manager tip number 9 - Have a (controlled) sense of humour

Have a sense of humour but don't allow yourself to become a clown.

It is important to inject a certain amount of good humour into your work, and into the office atmosphere. But at the same time, you must ensure that you do not mess up by becoming a clown, or a joker, or a court jester figure.

You do not want the good humour to degenerate into "messing about".

The phrase "It's good to laugh", is not always true.

The phrase should be: "It is sometimes good to laugh. And sometimes, it is not".

Have a good sense of humour but keep it under control.

Manager tip number 10 - Create and sustain a positive mental attitude

Create and sustain a positive mental attitude and try to share that with the others in the team.

A positive mental attitude is predicated on your ability to generate sufficient plausible reasons to believe, with conviction, that the future will be much better than the past.

If you cannot do that, then you won't have a positive attitude: because you won't be able to believe it.

If you can generate sufficient plausible reasons to believe, with conviction, that the future will be much better than the past, then you will exude a positive mental attitude because you will have found reasons to justify one.

Remember that most people are wondering around the face of this good earth, with bucket loads of fear, self-doubt, and a sense of dire uncertainty for their future prospects. They are being told all the time by the experts that the end is nigh and that the future is bleak.

As a consequence, many people are in a state of anxious worry over their future prospects.

Many people therefore lack confidence for the future.

You can give it to them, only to the degree, that you can generate sufficient plausible reasons to believe, with an honest conviction, that the future will be much better than the past.

If you will do that, then you will exude a positive mental attitude, and then you can dish it out to all the others in the team.

And that would be good.

Here are the top 10 manager tips, in brief

1. Remember that people are motivated primarily by their own self-interest.

2. Remember that people work better when they know exactly what the goal is.

3. Tell them the reasons why, the goals are, as they are.

4. Give them a practical plan of action.

5. Ask them for their personal contributions to improve the plan.

6. Give people good positive feedback.

7. Give people accurate negative feedback.

8. Become a role model.

9. Have a (controlled) sense of humour.

10. Create and sustain a positive mental attitude.

If you do all these things, you will become a great manager

For more information about manager training please visit the Corporate Coach Training website

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Leadership skills

Chris Farmer info@corporatecoachgroup.co.uk — Thu, 23 May 2013 00:00:00 GMT

Leadership skills
Leadership skills are a unique blend of attributes, and abilities, that, when combined into one person, allows that person, to function as a leader.

If the person possesses, by nature, all the attributes and abilities, then we call him, or her, lucky, to be a born leader.

If the person does not possess all the attributes, and abilities, then we must conclude, that the person is, not a born leader, but could, never the less, attain the qualities of leadership by means of proper leadership training.

Question: Can leadership skills, be taught?
Answer: Yes

Leadership skills can, indeed, be taught.

Leadership skills can be taught, because, all complex skills, are not innate, they are taught and learned.

Complex skills are not innate. They are not built into your D.N.A.

Everything you do, you had to learn to do.

You had to learn to walk
You had to learn to talk
You had to learn how to behave in civilised company

You had to learn every single one, of your complex behaviours.

All complex human behaviours are learned behaviours.

Leadership skills are many complex behaviours combined, and therefore we can be sure that leadership skills are a learned behaviour.

And if leadership skills are a learned behaviour they can be learned.

Where can you go to learn leadership skills?

You would go to a well-designed leadership skills training course.

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What would such a course cover?

The leadership skills course would cover the aforementioned unique blend of attributes and abilities that, when combined into one person, allows that person to function, as a leader.

The course would:

Identify the list of attributes.
Define the attributes, and,
Teach exactly how to improve your performance, in each, of the attributes.

What specifically, are those attributes and abilities that combine to create leadership skills?

Here is the list of leadership attributes.

Desire to achieve a worthwhile goal.
The ability to formulate practical plans that will enable the goal to be realised.
The ability to inspire other people to willingly work, long and hard, in order to achieve the goal.

Within each of these major themes are subset attributes, and skills.

In the following way:

1. Desire to achieve a worthwhile goal
All great leaders possess the same leadership skill.

The ability to use the imagination to see a better future, a better future that is so vivid to the leader, it seems more "real" than the actual reality, that currently exists.

Leaders live in their imagination, more than the non-leaders do.

A non-leader would regard a leader as a "dreamer".

Which is a true statement

Leaders are dreamers, but their dreaming is not idle reverie.

It is the act of defining the end point.

It is the mental act of setting the terms for the improved future.

If you want to develop your leadership skills you must be prepared to extend the current limits you have placed on your imagination.

The mind is the limit. As long as the mind can envision the fact that you can do something, you can do it-as long as you really believe 100 percent.
- Arnold Schwarzenegger!

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Leadership skill number 2 - The ability to formulate practical plans that will enable the goal to be realised.

Having a goal or a vision is no good if you have no way to achieve the goal.

You must be able to design methods and plans that will enable you to achieve the object of your desires.

A goal without a plan is nothing more than a weak puff of wind.

A goal allied to "An intelligent and practical plan of action" is transformed into an unstoppable force of nature.

Here is the phrase to conjure with.

An intelligent and practical detailed written plan of action.

Question: In your possession, do you have:

An intelligent and practical detailed written plan of action;
that has been specifically designed;
to provide you with the steps ;
to achieve your desired objectives and ;
Goals for a better future.;

Yes or no?

If yes, then you do possess good leadership skills.
If no, then you do not yet possess good leadership skills.

A leader is interested in the details as well as the broad vision.

To illustrate the fact, hear Napoleon Bonaparte speaking about the need for specific intelligence, and practical detailed written plans:

In order to adjust my movement and formulate my plan, I require precise information. I need very detailed information, to know the width and length of the islands, the elevations of mountains, the width of canals... the nature of fortified cities, fortress by fortress, the conditions of the roads...

All of these details interest me in the highest degree.

Leadership skill number 3 - The ability to inspire other people to willingly work long and hard in order to achieve the goal.

If you have a vivid and inspiring goal, and if you have an intelligent and practical detailed written plan of action that has been specifically designed to provide you with the steps to achieve your desired objectives and goals.

Then you are on the right track: BUT.

But if you are on your own, living in a one bedroomed flat with no friends, then you may not get far.

So, the leadership skill number three is the ability to inspire others to join in your quest.

Leadership skill number three is the ability to inspire others to work long and hard. To work to have their friends join the group and swell the numbers of people who are committed to the achievement of your vision.

You can't be a leader unless you have people who are willing to follow you.

Mistakenly my friend Jonathon says, "I am a natural born leader, it is just that I can't get anyone to follow me."

A leader, with no followers is a strange and lonely beast.

Leadership skills means that you pay very careful attention to the kind of things that turn people on; and the kind of things that do not.
Another quote from Napoleon.

A leader is a dealer in hope.

"The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there."

- John Buchan.

"Leadership is the art of getting someone else to do something you want done because he wants to do it." - Dwight D. Eisenhower.

"Leadership must be based on goodwill. Goodwill does not mean posturing and, least of all, pandering to the mob. It means obvious and wholehearted commitment to helping followers. We are tired of leaders we fear, tired of leaders we love, and tired of leaders who let us take liberties with them.

What we need for our leaders, are men of the heart, who are so helpful that they, in effect, do away with the need of their jobs. But leaders like that, are never out of a job, never out of followers. Strange as it sounds, great leaders gain authority, by giving it away."

- Admiral James B. Stockdale.

"Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skilful leaders seize the opportunity to change things for the better."
- Harry Truman.

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For more information about leadership skills training please visit the Corporate Coach Training website

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Where can I find communication skills training

Chris Farmer info@corporatecoachgroup.co.uk — Wed, 22 May 2013 00:00:00 GMT

Where can I find communication skills training?

You may be looking for communication skills training.

You may be looking for communication skills training for yourself, or on behalf of a colleague who is in need of such training.

The reason why communication skills training is so important is this: You cannot succeed on your own.

In order to achieve your goals you will need to gain the cooperative help of other people.

If you cannot gain the cooperative help of other people, then you will not achieve your goals; because your goal is too complex to be done all by yourself.

You will need help from suppliers, financiers, managers and customers. You will need help from friends and family.

And this cooperative help can only be gained by you, to the degree that you are able to effectively communicate your message to these other people.

But sadly, there are many people who are not able to communicate effectively.

Most people have never answered the following question.

What are the three major attributes of effective communication?
The three major attributes of effective communication are:

1. Clarity
2. Rationality
3. Positivity

In order to be a good communicator:

Communicate clearly
Communicate rationally
Communicate positively.

Let us look at each element in turn

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1. Communicate clearly
This rule is recognition of the fact that effective communication is the accurate transfer of information, emotion, and ideas from one mind, to another.

The key word here is; accurate.

You really don't want to create an in-accurate transfer of information, emotion and ideas.
You don't want confusions, misunderstandings and errors creeping into your conversations with others.
The accuracy of your language is paramount.
Your job is to recognise that you always have a choice of vocabulary, and of phraseology, open to you.

You can choose to use open ended, vague and ambiguous language.
Or you can choose to use tightly worded, specific and unambiguous language.

Our point is to err towards the tightly worded phraseology, and away from, the loosely worded phraseology.

For example: don't say "See you later".
Rather say, "See you tomorrow at 9AM".

Don't say, "Would you send me those documents A.S.A.P.".
Rather, do say, "Would you send me those documents, to reach me, no later than Monday morning of next week."

Don't say, "You were late."
Do say, "You were half an hour late".

Don't say, "It was going really fast".
Do say, "It was going at about, 70 M.P.H.".

Use specific language; not vague language. Vague language causes confusions, mis-communications, misunderstandings, errors, conflicts and lost productivity.

Use specific language
Specific language causes understanding, true meaning, agreement, minimisation of waste and therefore higher productivity.

To express yourself; Use the most accurate, specific language that you can.

Don't say, "The painting is ace!"

Say instead, "The painting has balanced proportion, excellent composition, wonderful colour and it is technically very well executed."

2. Rationality
Reason is the distinctly human method of thinking. Human reason is what separates mankind from every other animal on the planet.

Reason is what gives mankind its: Science, technology, medicine, mathematics, architecture, astronomy, art, philosophy, physics, logic and politics.

Reason is what makes mankind a unique being. Without reason, mankind is simply "the naked ape".

Presumably you don't want to come across as "a naked ape".

Having a reputation as a naked ape, is no good to you.

Rather, you need to gain the reputation as: a rational being.

A man of reason; as a rational woman.

A thinker, not a stinker.

So think!

Think before you communicate anything.

You need to always be able to answer two questions that could be asked of you, by anyone, at any time.

1. What do you think about X. (What is your opinion?)
2. Why do you think it? (The REASON why!)

So you must be able to give reasons for everything you say.

If you cannot, then you fail as a rational communicator.

And then you fall into one of the following subcategories.

�1. The person who says nothing, (and remains silent, because he- she is devoid of coherent ideas.)
�2. The person who says anything, and everything, for no apparent reason
�3. The person who says irrational things

Always be ready to communicate two things:

1) What you think about topic X
2)The rationale behind your thinking

You need both:

1. Clear content
2. A convincing rationale

One without the other is no good.

Communicate rationally

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3. Positivity
Every atom in the universe contains two types of charges.

1. Positive charges on the protons
2. Negative charges on the electrons

Both types can be emitted as rays.

1. Positive rays are called alpha rays
2. Negative rays are called beta rays

The same holds true about people.

They contain within them:

Positive rays
Negative rays

As a general principle, try to emit positive rays, Alpha rays.

As a general principle, try not to emit negative rays, Beta rays.

Don't zap people with negative rays.
Don't tell them how dreadful your week has been.
Don't complain about the weather.
Don't complain about the government.
Don't complain about the traffic.
Don't complain about the noise.
Don't complain about the boss.
Don't complain about the customers.
Don't complain about your bad luck.
The fact that you complain so much about your bad luck is one of the reasons why you are getting so much bad luck.
You are sending out negative rays (beta rays) and you keep experiencing their reflected echoes.

As a general principle, try to emit positive rays, alpha rays.
Instead of radiating beta rays,
Emit alpha rays, positive rays.

Talk about your goals for a better future.
Ask about what their goals are for a better future.

Talk about your plans.
Ask about their plans.
Talk about all the wonderful things you saw.
Ask about all the wonderful things they saw.

Tell them about the great things there are to look forward to.
Ask them about what they are looking forward to.

Tell them that the sun will soon be back, tomorrow morning,
And it will be bang on time, as usual.

Tell them that you expect the future to be an improvement on today.
Things can only get better.

This does not mean that you have to be one of those annoying people who are impossibly positive, all the time.

But it does mean that you should, not, be one of those people who are impossibly negative all the time.
There is always something legitimate over which you can, (and maybe even should,) feel
Worried about
Angry
Upset
Frustrated

But don't let that negative side, be your front-facing side.

Do not let your communication be mostly negative.
Do ensure that your communication be mostly positive.

Emit Alpha rays
Strive to have a positive bias.

This one change will bring seven benefits to you.

1. It will make you look better.
2. It will make you sound better.
3. It will make you feel better.
4. It will make you more agreeable company.
5. It will make you a better leader.
6.It will make you less of a liability and make you more of a team asset.
And
7.It will make you a better communicator.

As a general principle, try to emit positive rays,
Emit positive, alpha rays.

In summary
In order to be a better communicator:

Be clear
Be rational
Be positive

For more information about�communictions skills training�please visit the Corporate Coach Training website

Remember to follow us on�Twitter�Like us on�Facebook�Thank you for your time

New manager training - Where can I find a good manager training course?

Chris Farmer info@corporatecoachgroup.co.uk — Fri, 17 May 2013 00:00:00 GMT

New manager training: Where can I find a good manager training course?

Where can you find good new manager training?

Let us assume that you have a manager who is in charge of a team of people. The person has been with your company for a few years and knows the products the services, the customers and suppliers.

As a consequence of possessing that knowledge, he-she is given the role of new manager. It seemed to be the logical choice.

But now the manager is in need of training. He-she is having some difficulties with the manager role.

Specifically he is having trouble in the following ways:

1. He does not delegate as much as he should

He tends to try to do it all, either for fear of not imposing himself on the others: or because he wants to have all the tasks done his way: and therefore wants to do all the tasks himself.

Or he simply does not know the importance of delegation. Either way; he is not delegating sufficient work and is being overwhelmed by the volume of work.

The new manager needs training in delegation skills.

2. The manager does not handle performance issues or conflict situations very well

The manager may make this mistake in two ways.

1. The manager backs away from conflict issues and hopes that they will solve themselves.
2. The manager does try to tackle the issue, but words things badly and manages to antagonise the situation and the manager makes a bad situation, worse.

The manager needs training in order to enable him-her to be able to manage the performance or conflict issue more objectively and more economically.

The new manager needs conflict management training.

3. The new manager does not prioritise or manage time properly

The manager is failing to prioritise tasks and is therefore being caught out, with too many deadline overruns.

The team is not operating according to a well worked out set of priorities. It is rather, reacting to circumstances and responding to emergencies, as they come up. They are reactive, rather than proactive.

The manager is not planning, prioritising, preventing problems sufficiently. The manager is not planning ahead.

The new manager needs training in order to show him:

1.The importance of planning ahead, and
2.How to plan ahead

The manager needs time management training.

4. The manager lacks confidence in him- herself as the manager

Sometimes there seems to be signs that the manager is unable to convince himself, or others, that he is indeed, the 'boss'.

The manager is friends with all of the other members of the team; they have known each other for a long time. Consequently there is sometimes a clash in the mind of the manager between two desires:

1. The desire to be a good boss and ask the team to stop chatting and get back to work.
2. The desire to be a good friend and ask the team if they saw that thing on TV last night.

In other words the manager needs training in leadership skills.

Leadership skills means, to a degree, having to change your relationship with the others at work, so that you are acting as primarily a manager leader, and secondarily as a friend.

If there is any clash between the demands of being a leader- manager and the demands of being a friend, then the manager role trumps the friend role.

At least whilst at work the 'manager role' trumps the 'friend role'.

The manager needs training in leadership skills.

5. The manager needs help to communicate more clearly and confidently

Now the manager needs to make presentations to more senior managers. The manager may need to explain the team's goals, plans, performance, problems, and proposals to other more senior people.

This can present a problem of communication confidence.

The manager finds it hard to express himself in formal settings and feels slightly lacking in confidence when it comes to expressing ideas and information, in both the spoken and written word.

The manager needs training in how to better communicate

The manager needs training to make him more effective as a speaker, and (to a lesser degree), as a writer

The manager needs training to make him- her more confident to say what she is thinking in an assured and persuasive manner.

The new manager needs training in communication skills.

6. You may be thinking the following:

I have a manager in my organisation that is in charge of a team of people. This manager has been with us for an appreciable length of time and is a good worker. He knows the company products, the company services, our customers and suppliers.

That is why we gave him the role of manager. It seemed to be the logical thing to do.

But now he is in need of training. He is having some difficulties with the manager role.

He needs a training course that will help improve the performance of himself as the new manager and therefore the performance of the team as a whole.

The manager needs training in:

Delegation skills
Conflict management skills
Time management skills
Training in leadership skills
He needs training in communication skills

Where can you find such a training course that will cover all these things in just two days training?

For more information about manager training please visit the Corporate Coach Training website

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