5 steps to achieving your goals in 2016

3 years ago 0 0 1193

So, it is that time of year to plan for 2016 – perhaps to set some goals for the year ahead to be the foundation of your success. There are many reasons people set goals. We are encouraged to set goals to work out what we want to achieve, what we want to prioritise, and to build action plans that we can follow. We also create goals because we have to or are expected to. We may be asked by the board to set some specific targets and goals for the business, or we may even have a coach that pushes us to set ‘big hairy audacious goals’. Goals are important. They provide targets, benchmarks and measurable steps to achieve something of value. They allow review and learning, coordination and ongoing development. Regardless why your goals are set, there is every likelihood that they are simply set to fail. Just

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Are you making the ‘Wolf of Wall Street’ mistake?

3 years ago 0 0 728

Focusing on both successful outcomes and successful behaviours is the key to building sustainable high performance in business. Caveat emptor – buyer beware. It really is true that you get what you pay for. This is absolutely true when you consider the things we focus on – and incentivise – in the workplace. Consider the following examples: • Jordan Belfort – the ‘Wolf of Wall street’ only focused on outcomes (making money), which encouraged behaviours which ended with him in prison. • Companies set their salesforce a goal, and once they achieve it, they start ‘banking’ sales for the next quarter. • The business puts out a behavioural edict to ‘manage costs’ – and misses business opportunities because it becomes more important to ‘watch the penny’ that capitalise on opportunities to deliver business results. In these examples, if we focus only upon ‘outcomes’ we may get exactly what we pay

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Giving feedback to enhance performance

3 years ago 0 0 903

There is a lot of commentary about the value of formalised performance reviews. Unsurprisingly, when only 37% of employees in a major survey reported that they had never received valuable feedback from their employer or manager, the majority of comment seems to suggest that feedback processes are a waste of time. Feedback is imperative to enhancing performance, however giving and receiving feedback is fraught with problems, often institutionalised in such workplace processes. Understanding the true nature of feedback, and how to use it successfully to enhance performance is a critical leadership skill. Feedback on our performance comes in many forms – from what we see happening as an outcome of what we do, how we personally feel about what we do, and what other people observe, interpret and communicate to us. Feedback is important for developing performance at an individual, team and organisational level. Without feedback, we would perform a

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Great leaders ask great questions

3 years ago 0 0 1084

Too often we look to leaders and managers to ‘tell’ the staff what to do, or how to do it. This is a habit of management and leadership left over from the ‘command and control’ model of management that we left behind last century. It assumes that all of the knowledge resides in the leader or manager, and ignores what the staff member knows. It also fails to account for the collaborative potential of what may be discovered or created during a quality conversation. If we believe that individuals can bring motivation, intellect, experience and innovation to the business, then rather than simply ‘telling’ them what to do we may engage them in appropriate conversations on the topic. This allows the leader to realise the inherent potential of the person or people they are leading, and enhance overall performance. The best way to encourage such quality conversations is for the

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Leadership in the dark – leading in tough times

3 years ago 0 0 1444

When things are going well, leadership can be a joy. The conversation is mostly about enhancing performance, how to build people into their capacity and drive success. We see those we lead reach for their potential and grow personally and professionally. No wonder people aspire to leadership. But it is not always like that. There are times of crisis, tragedy and difficulty which require outstanding leadership to manage. Leadership will stop being fun, but it never stops being critically important. In leadership programs the focus is heavily upon how an individual can be a great leader, and creating extraordinary success. Often the ‘dark side’ of leadership is either glossed over or simply ignored. It is not fun, or sexy, to lead at such times, and the importance of it is rarely reflected upon. Sometimes the best that leadership can offer is just to help others cope, to get them through

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Who is your coach?

4 years ago 0 2 1071

Who is your coach? A great question to ask anyone who is (or who wants to be) a leader is to ask them one simple question: “Who is your coach”? The question reveals a lot about the person and their thinking on flexibility, adaptability, help-seeking and personal growth focus thinking.  All of which can be critical in the role of leader.  Sportspeople, entertainers and performers all rely on coaching to improve their performance, and keep them at the top of their games – which is exactly what we need from our business leaders. In business, we need our staff and our leaders to be able to step up and play their biggest games.  We know that the organisation that is demonstrating high performance is doing so because its people are not only surviving, but thriving on the challenges of the workplace, are deeply engaged and seeking to make a difference.

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Do you need to change how you change?

4 years ago 0 0 1156

 Are you, and those you lead, scared of the idea change? Do you recognise the need for change, but wonder how you can make your change program successful when so many other change programs, started with the best of intent, simply fail? Why is change so hard, and how can we ensure change programs succeed? Understanding the need to change: Change is inevitable.  Even with a highly successful organisation, change needs to happen as things around them evolve.  Things inside and outside the organisation change, and over time the requirement to change just to keep up, let alone ‘stay ahead’ gets bigger and bigger.  New technology, new processes, new customer requirements, new competitors, new regulations and even new social norms can rapidly turn today’s success into tomorrow’s obsolecence Because change is inevitable, we just need to decide if we will adapt to change, lead change, or become obsolete (there is

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Why most sales reps aren’t built to perform

4 years ago 1 0 1091

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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Top 10 tips to achieving your goals

4 years ago 0 0 974

How do you make sure that the goals that you, your team or organisation set can actually be realised? Over the New Years Break I was interviewed on radio in several cities to discuss this idea – or in its seasonal form, “how to stop New Years Resolutions becoming New Years regrets?” I shared these 10 key steps and checks that you can filter your goal through, to guarantee a much higher strike rate of success.  They are drawn from working with key executives and leadership teams and apply regardless of the goal that you are setting. Check this list of 10 out and see how your goals stack up: 1:  Are they positively stated?  When your goal is to become or achieve something, you allow your attention to be drawn forward to the possibility.  If your goal is to stop or avoid something, you are focusing on what you

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Releasing the people potential

4 years ago 0 0 692

I was working with a senior international business leader recently and his sense was that we are almost on another ‘tipping point’ in business – he keeps hiring great people, but most of his efforts to create synergies and really get the best of his people seem to fail.  He sees that we should be able to turn great people into great teams and drive great results, but for some reason we just can’t get there.  He envisions a new ‘world’ where people can get on and really unleash their potential to drive performance. He was expressing that there must be a ‘better way’ to lead people, and to get results.  He was also expressing a ‘frustration’ that the way forward was not apparent to him, and that everything he did just  didn’t seem to change anything. From what I experience in so many organisations, I can see what he

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