Managing in uncertainty for high performance

Managing in uncertainty for high performance

2 years ago 0 0 900

What is uncertainty? If we listen to the famous Chinese proverb: “May you live in interesting times”, we can see it as both a blessing and a curse. We are certainly living in interesting – if not uncertain – times. With Brexit, the extended time for Australian election to be decided, the rise of Donald Trump, the disagreements in the South China Sea, we can feel that there is uncertainty all around us. These uncertain times drive very specific responses. Often, these responses are not the best possible responses for the individual or the society in which they exist. How do people respond to uncertainty? When people experience uncertainty, it can mean that the person is out of their comfort zone. When there is uncertainty, people struggle to decide on what to do moving forward. They get stuck, and often have a lack of skill or strategy in deciding how

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Why most sales reps aren’t built to perform

4 years ago 1 0 1088

Our customers today have access to overwhelming volumes of information, have so many choices and are ever more discerning.  The ability for our customers to truly understand what we can offer them can simply be lost in the white noise. How we connect to customers and sell them our purpose, our values and our offerings can be critical in cutting through this white noise and drive business success.  Great sales people are therefore a prerequisite of success – and you need them right across your business. As organisations become more social and customer centric, every person within the organisation not only becomes a brand ambassador, but a ‘salesperson’ of the organisation, and for the organisation, to its customers.  The old days of salespeople on the ‘outside’ and everyone else huddled within are definitely gone. So what really makes a great salesperson? If you had to identify the profile that would

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Engaging four people for success

4 years ago 0 0 714

There are only four people in your business. Regardless of the type of business that you have, your business only contains four people. That’s right – only four. Well, it really contains only four TYPES of people: Leaders, Employees, Customers and Community. To be successful, a business has to engage each of these four types of people. The Leadership needs to be engaged with the purpose of the business, to make the critical decisions that take the business forward in a thoughtful and purposeful way.  Leaders who are engaged with WHY the business exists make purposeful decisions that drive the organisation to be better.  Leaders that are disengaged from the bigger purpose will make short term and self-centred decisions, which often leads the organisation into problems (even crisis). The employees need to be engaged to drive high performance.  The literature is clear that an engaged workforce increases performance above and

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The Path Back – 5 Steps to Happiness in Leadership

4 years ago 0 0 891

Life provides us with challenges. Sometimes we suffer circumstances that leave us in a bad space. We may have lost a loved one, come to the end of a relationship, lost a job or had a major change. The only truth is that you cannot control what happens to you, only what you do about it. Every day we can be exposed to bad experiences. Every day we can suffer minor or major set-backs and traumas. The key to getting beyond these circumstances is to be aware that you can, and apply these five quick lessons from positive psychology to help you get back to your best. When I am coaching executives, I see that this group are often suffering and stuck, and searching for a path ‘back’ to feeling good and high performance. Here are 5 steps that they can take on this path: Step 1: Purpose. Having a

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you get what you deserve

Leading Customer Service Excellence

4 years ago 0 0 2041

Leading Customer Excellence Sometimes common themes emerge which run through the work you are doing.  At the moment, there seems to be a deep need for engagement, for resilience and excellence in customer service. Perhaps they all stem from the same place – the environment that business exists in is tough – there are competitors, the customer has high expectations and the landscape is often changing through technology, regulatory change or economic pressure. We know that customers have access to unlimited information, often an overwhelming range of options and know their ‘power’ in dealing with organisations.  This makes the point of customer interface critical – we have to provide an excellence in experience which allows them to remain engaged and want to be our customer. How do we, as leaders, help our front line people consistently deliver great customer service?  This is one of the things I have been working

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Melbourne’s Chief Resilience Officer: A big step and big challenges

4 years ago 0 0 2012

We can build resilience at a personal level, in teams, organisations and communities.  I applaud the City of Melbourne for seeing the importance of resilience, and implementing the role of ‘Chief Resilience Officer’, supported as part of the 100 Resilient Cities Project of the Rockerfeller Foundation. I therefore read with interest the article in the Age (http://www.theage.com.au/victoria/four-big-problems-for-melbournes-478088-chief-resilience-officer-20140730-zyf3p.html) talking about the challenges that Melbourne’s incoming ‘Chief Resilience Officer’ will face. In fact, the challenges are at least three times bigger than what is mentioned in the article. Firstly, the article really only covers preparation and management of crisis scenarios that impact upon the city.  Of course, the role of the Chief Resilience officer must encourage proper planning and preparation for crisis and stress events, but this is just the start. For Melbourne as a city, as a community, and a network of businesses and organisations, the new Chief Resilience Officer will

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Deciding to play a bigger game

4 years ago 0 0 651

When do you take the step to play your ‘bigger game’? – You know, the one free of the fears and habits that hold you back from what is really possible.   For most people, it is a realisation that the current way you are doing things is not enough any more.  Something drives us to see that things have to change if we are going to get a different- better- outcome. Because they say the definition of insanity is doing the same thing over and over and expecting a different outcome.  Whilst as we keep doing what we have always done, we will only get what we have always gotten. The realisation that its time to play a new game often emerges because something happens- either something in you changes, or something external to you changes- and you realise that you are not in the bigger game any more. Perhaps it

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Building resilience in our communities

4 years ago 0 0 1180

Our world seems to be getting faster and faster, with more and more stress and pressure being applied to us all.  With so much stress – and the continuing emergence of crisis – how do we build resilience in our communities, so that together we can face the bigger pressures and help each other?  How do we help our communities to ‘spring back’ or ‘spring forward’ with resilience in response to stress or change? In previous posts, I have discussed resilience in individuals, teams and organisations.  However, resilience spreads beyond the ‘working world’ into the broader communities in which we exist.  We can read in the newspapers about how we are constantly under threat – weather, fire, floods, changes in economic conditions, unemployment, food, water and climate issues, war, terrorism, economic downturn and technological change. Our circumstances are always changing, and it seems that are always under constant stress (and

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Building Organisational Resilience

4 years ago 0 0 1011

Is your organisation resilient?  How have you build adaptability, and even the power to transform under stress, into the fabric of your business operations? In my first post on resilience, I covered the concept of personal resilience and the core skills that someone would need to be resilient.  In the second part of the series, we looked at how a resilient leader can create resilient teams. In this third part of the series, I want to take the idea of resilience into the context of organisations. Commonly, resilience in organisations is often equated to risk mitigation and continuance.  This forms a significant part of what resilience can be in organisations – and yet this is not the end of it. Risk mitigation and management forms a ‘context specific resilience’.  Generalised resilience is a deeper concept, where resilience forms part of the fabric of the organisation and is the standard way

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Resilient teams – thriving in crisis

4 years ago 0 1 2913

In a previous post I looked at resilience in individuals and the core skills that a leader needs if they are going to be resilient.  All teams, organisations and communities are made up of people, and a ‘utopia’ would be where every person had the coping and adaptation skills, so that their resilience would reflect in the teams, organisations and communities that male them up. However, it is true that even in teams with resilient individuals, this does not translate into the team being resilient with them coping and adapting in productive ways.  In this post, I would like to take a look at teams and how they can become resilient. Often the stress or change leads to the team  ‘breaking down’ into smaller cliques or into its individuals, that pull back from the greater group concept in attempt to personally cope.  Whilst this defensive strategy may appear appealing for

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