People want you to provide answers to questions, perform certain tasks, want to know when something will get done…the list goes on and on. Everyone has expectations, requests, demands, enquiries and such-like that make up a daily routine at work. Much of how you manage and meet these expectations ties into how you communicate with others. Communication starts by understanding how to use language in its most powerful and positive form.

Remember, everything you say has an impact on others. You can choose to be positive or negative. Naturally, positivity has a different impact to using negative influences. Positivity doesn’t mean patronising or glossing over the truth; positivity consists of three major components: honesty, directness and constructiveness.

Firstly, honesty. This means being straight and truthful. As long as you feel safe in doing so, honesty is always the best policy.

Then, Directness. Being direct means getting to the point with tact and respect. Don’t confuse this with being blunt. Direct means being assertive. Being blunt equals aggression, and many people confuse the two. Being blunt doesn’t take the other persons’ feelings into account and can often be hurtful. It’s also less clear than direct speaking because it could make the other person defensive and not see the main point you are making.

An example of being direct might be: “That report had several grammatical errors…let’s take a quick look together”

An example of being blunt might be: “That report was a right mess! Didn’t you do English at school?”

Finally, Constructiveness. Being constructive is being as objective as possible in the words you say. If you “tell it like it is” and get right to the point, you are being direct. But if you ruin the message by using destructive words, the other person may completely miss the point.

This doesn’t mean always speaking in the positive; sometimes issues have to be confronted and, by being constructive, you make sure the message is clear and respectful.

An example of being destructive could be: “That marketing plan simply won’t work. If that’s the best you can produce, we are going to have problems”

The statement might have a ring of truth, but the very nature of the way it’s put across might cause demotivation, demoralisation and defensiveness.

A more constructive way of dealing with the issue might be: “I had a chance to go through that marketing report, and I have some ideas on how we could fine-tune it. Let’s sit down and go through what’s needed”.

That way the other person doesn’t have to justify their ideas, and still maintains their self-esteem, while seeing how the report could be improved.

So, the three main elements of being powerfully positive (being honest, being direct and being constructive) can help you formulate and deliver a message that has impact and authority without being judgemental and demotivational.

Thanks again

Nick Hill

Training Director

MTD Management Training Course

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I came across an interesting piece that shows how incredible the brain is, and can influence how we think about trying to be perfect in everything we do…

See how easy it is for you to read this paragraph:

THE PAOMNNEHAL PWEOR OF THE HMUAN MNID

Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist andlsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.

When I first saw that, it blew me away. I thought that bad spelling was bad because it was unreadable. Now I realise that it just means unprofessionalism. People know exactly what you mean…they just don’t admire your intelligence or your proof reading.

Your mind is capable of incredible things. It can create new designs, build new buildings, change lives, produce happiness or encourage relationships. By identifying how your mind works, you can create a leadership legacy that will be followed by many.

A good leader will understand that all team members have a different way of viewing things. The brain has filters that are peculiar and specific to each individual. By identifying how a person thinks through an idea or a concept, we will be able to follow their thought patterns and see their perspective on things.

How valuable this could be for managers! You won’t have to guess the meanings of their discussions…you will be able to think through the repercussions and identify the true meanings. And you do this by asking questions that eliminate all ambiguity. The mind splits through the fog and clears all misunderstandings. It allows you to see the thoughts of another clearly.

As a leader, this makes things easier for you. You create ideas for people to follow and you get them on your side. You drive initiatives through to completion and get all involved to see the benefits. You instill passion and excitement in projects, because you understand the drive that makes people do what they do.

All this derives from the four-pounds of muscle between you ears. We can only scratch the surface of what we can do and achieve, but even that is remarkable. Indeed, Phenomenal!

Thanks again

Mark

Mark Williams

Head of Training

MTD Management Training Course

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 (Image by Nutdanai Apikhomboonwaroot)

By studying the research, I have come to appreciate that Social Intelligence is one of the keys to getting the best from my team. Daniel Goleman (of EQ fame) and Richard Boyatzis worked with colleagues at Hay Group (a HR consulting and research firm), to define 7 characteristics of “social intelligence” – behaviours of top-performing leaders at hundreds of corporations over two decades. Their research showed some interesting results, which I list below:

1) Empathy

Do you understand what motivates other people, even those from different backgrounds? Are you sensitive to others’ needs? The researchers found this was one of the main skill-sets that created deep relationships between managers and their teams

2) Attention

Do you listen attentively and think about how others’ feel? Are you attuned to others’ moods? This keeps the communication lines open and the relationship close

3) Organisational Awareness

Do you appreciate the culture and values of the group or organization? Do you understand social networks and know their unspoken norms? By being politically aware, you build up your knowledge and your capacity to affect others

4) Influence

Do you persuade others by engaging them in discussion and appealing to their self-interests? Do you get support from key people? Your influencing skills will have a big impact on how you are perceived within the business

5) Developing others

Do you coach and mentor others with compassion and personally invest time and energy in mentoring? Do you provide feedback that people find helpful for their professional development? By being really interested in the careers and development of your team members, you build reasons for them to trust and count on you

6) Inspiration

Do you articulate a compelling vision, build group pride, and foster a positive emotional tone? Do you lead by bringing out the best in people? This helps you create the environment for followers to want to be with you because of what you do and who you are, and not just because of your position

7) Teamwork

Do you request input from everyone on the team? Do you support all team members and encourage cooperation? Teamwork is key to getting results, and developing your team should be high on your agenda for ensuring success

Maybe you should work on one or two of these and see how you get on. Don’t try to do too much all at once. Build your intelligences and be seen as progressive in developing your social skills

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

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When you forget something, actually the memory hasn’t left you; you simply are unable to retrieve it because your long-term memory has two major components.

These are retrievability and stability. Retrievability is how easy you remember things and depends on how near the surface of our consciousness the information is lurking.

Stability is to do with how deeply the information is anchored in our brains. Some memories have a high level of stability but a low level of retrievability, and some memories are easily retrieved.

Just think of this example: Try to remember one of your old telephone numbers…difficult isn’t it? But if someone showed you that number, you would probably recognise it immediately for what it was.

Now another example: Imagine you are learning a new language and have picked up a few words. Without practice, over time those words will become increasingly difficult to recall.The amount of time it takes for you to forget it completely can be calculated and, ideally, you should be reminded of the word precisely when you are in the process of forgetting it. The more often you are reminded of the words, the longer you will remember them.

So, if you are trying to remember something, keep it in the forefront of your memory. This involves auditory recall (saying something to yourself), kinaesthetic recall (write it down or type it up) and visual recall (burn it into the visual cortex by looking at it, and describing it to yourself from different perspectives).

As a manager, it’s important to know how the memory works so you can keep up-to-date and not be found wanting when it comes to remembering important items.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

(Image by Digital Art)

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Because they have failed, botched, screwed-up, or not performed to the level I expected, I have to let them know how I feel about it.

Yes, that’s normal, but what do you want to happen as a result of the criticism? What do you want the person to do in the future? How do you want them to change? How can you criticise without being critical?

It’s a hard one to judge, because, more often than not, emotions are involved. You may be frustrated, angry, annoyed, peeved, apoplectic or slightly uncomfortable. But if you approach criticism with a temper or an angry demeanour, you are less likely to think straight and may say or do something you wish you hadn’t.

Giving criticism tests your communication skills. If you do it right, you can transform it from a stinging, negative message to an empowering, motivating experience for all involved.

Choose words that address the real issue. Reject generalities like ‘always’, ‘never’, or ’worse’. They will make the team member defensive and make them feel as if you are attacking them as a person.

Discuss the behaviour rather than the person themselves. There’s a big difference between ‘Jim is lazy’ and ‘Jim needs to return more calls from customers’.

Say what you actual see, in words that paint pictures to the team member. Say things that can’t be denied. Use facts, not opinions. This makes it harder for people to argue or debate the issue.

Reject words like ‘unacceptable’ or ‘careless’. These do not discuss the actual events; instead, you are labeling and judging someone’s behaviour.

Don’t question or criticise someone’s character or personality. Limit comments to specific actions you want the person to modify or improve.

Be direct, stating your comments succinctly. Don’t beat about the bush, but don’t be curt or hurtful. This is not the time to make the person feel bad.

Talk to them with the underlying belief that they are capable of doing better and learning from whatever it is you are talking about.

Above all, preserve the person’s self-esteem. You don’t have to concentrate on what’s gone wrong…discuss what they could do in the future to make it right. The past cannot be changed…only the future can be planned for.

If you maintain your calm demeanour, discuss the effects of what went wrong and what can be done about it, and unconditional confidence in their abilities, there is no reason why any criticism you have to display has to seen as being critical.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

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How many days are left until January 1st next year?

Go and work out the answer now.

Then read on.

Ok, how did you work it out?

* Open your diary and count the days?
* Work it out in your head by picturing a calendar?
* Talk to someone or ask someone else?
* Write down numbers on a piece of paper then add them up?
* Use a calculator?
* Go through the rhyme ‘Thirty days has September…’
* Just figure it out in your head?
* Google it?
* Use a different method?

There are many ways to find the solution. How you personally did it reflects the way you process information. Do we all process information in the same way?

No. Other people will work out the answer differently to you, and it may be quicker or slower, but it is their way.

We now recognise there are different intelligences that people use when they process information, and if you know which one or two a person favours, it gives you a headstart when you’re communicating with them.

Here are some of the different types of intelligence we use every day:

Verbal/Linguistic: When you read, write or talk, you are using this intelligence.It’s the ability to summarise a thought in just a few words. It’s the most commonly used intelligence in communicating with others.

Logical/Mathematical: If you’re able to spot the logical flow in an argument, or find it easy to use numbers, you have a high rating in this intelligence, which, like verbal and linguistic, can be measured by IQ.

Interpersonal: This is the ability to get on with and build rapport with other people. It also involves motivating, influencing and persuading others, so it’s a good skill for mangers and leaders to develop.

Intrapersonal: This is the ability to be self-aware, and have an understanding of your own emotional inner-life. If you have good emotional self-control, can motivate yourself and like your own company, you can rate highly on this area of intelligence.

Musical: We may not be pitch perfect when singing, but if you can distinguish between the national anthem and ‘Thriller’ by Michael Jackson, you have a degree of musical intelligence. It may not be as high as Motzart or Paul McCartney, but it still exists.

Visual/Spatial: This is another natural intelligence that some people have without being trained. Some people consider it a gift you can be born with. Can you see a gap between two cars that can be parked in? Can you measure short distances with a degree of accuracy? Then you have developed spatial awareness and can be considered intelligent in this area.

Bodily/Kinaesthetic: If you can use your body or hands in a good way, this is a developed intelligence for you. Dancers, carpenters, footballers and surgeons are examples of people who have developed this intelligence.

Known as multiple intelligences, everyone has developed each one to some extent or other. There are other intelligences that exist and can be developed, like naturalist and spiritual intelligences. What you have to work out is which intelligences your team have developed so you can work with them to create a good development environment.

If someone needs to think things through and write things down before they understand them, maybe they are more kinaesthetic than you. Is there someone in your team who is excellent at accounts and finance, but has two left feet when it comes to dancing and soccer? Maybe their logical/mathematical intelligence is more developed.

By identifying the multiple intelligences we all use every day, we can build better rapport with our team members and identify the way we can use those intelligences best.

So, asking ‘how intelligent are you?’ may not be the right question. ‘Which intelligence is best developed?’ may be closer to the mark.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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The most important aspects of our personal image are our Attitude, our Enthusiasm and our Self-Control.

These three can affect every message we send and receive. Each of them will determine how we see the world, and how others perceive us through those messages.

Attitude is how we see the world. It’s all to do with what we focus on; if we focus on the bad news and what is and could go wrong, that is how our world will be painted. Our attitude is shown though our behaviour and the words we use. We can choose to focus on what we can’t control and how bad our lot in life is, or we can choose to focus on what we can control and what we can do about it.

It might look like a subtle difference, but it makes a really big difference in the way we view things.

Our attitude is what is inside us, but our enthusiasm is how we portray that attitude to the world. These are shown by our words and our tone, but most importantly by our non-verbal expressions. The response you get back from the world is mainly a reflection of how enthusiastic you are. If you send out a positive message though enthusiastic approaches to challenges, for example, you are more likely to receive those messages back.

If, as a manager, you are trying to influence your team members in the best way possible,you can no doubt see which would be the better attitude and level of enthusiasm to choose!

A substantial part of the emotionally-intelligent person is the ability to exhibit self-control; that is, being disciplined enough to regulate your emotional feelings and reactions in such a way that you control how you respond rather than letting others be in control of you. How many times have you said ‘they made me do that’ or ‘they made me feel that way’? You are, in effect, saying that other people control your emotions and you have no control over how you choose to feel.

To project your best image, being in charge of your attitude, your enthusiasm and your self-control creates the best possible opportunity to make that chosen impression. Remember that people will always believe what you say in your worse moments is closer to your true beliefs that what you carefully plan for their consumption in calmer times.

Thanks again
Sean

Sean McPheat
Managing Director
MTD Management Course

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No doubt they got results and were good communicators. But the best bosses are those we remember for emotional reasons – how they made us feel about our jobs, the company and ourselves. In other words, they were inspirational.

How do we become the type of boss who inspires others and make them feel good about themselves? Here are some ideas:

Firstly, Be a good example yourself. Become the type of person people would follow, regardless of your position within the company.

Then, Really take an interest in others. I don’t mean just saying hello and how are you. Make real contact with them, establish eye contact when you talk with them and become interested in who they are as people. You’re busy, but that doesn’t mean you can’t connect with others.

Next, Think about the type of management your people need to thrive and improve. Being autocratic and demanding may be OK when there’s a crisis, but what about when they need encouragement, motivation, up-building and support? Be flexible and understanding of their moods and emotional needs.

What about this: Be Inspired Yourself. Read literature, listen to CD’s and watch DVD’s of people who inspire you. If you haven’t got anyone in that category, GET SOME NOW! They will offer you ideas, motivation and connection that you can pass onto other people.

Next, Improve your Communication Skills. Make this year the one where you develop your listening skills, become a better questioner and build rapport with more people. Becoming a person of inspiration revolves around how you do things rather than what you do.

Then, Challenge people to improve. People will be driven and motivated when they see the opportunity for growth. Show people that that they have more inside them than they know. Tap into the potential that they have and watch their performance improve.

Finally, Keep improving yourself. All great leaders are readers, and if you gain knowledge, you can pass it onto your team. Relate stories you have read, instigate ideas that others have employed, learn how other people overcame adversity and went on to inspire others with their tenacity and courage.

By being inspirational, you achieve more through your team efforts and offer others the chance to improve their abilities and build their potential. Create reasons for others to follow you, and the inspiration will naturally occur.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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How can you deal with a boss who may be stressed and taking it out on you?

Well, think first what it is that is actually causing the frustration. Be aware of the pressures they are under. Is it a client problem? Financial difficulties? Poor time management? Whatever it is, work on helping them cope or reduce the impact.

You might try something like…

“Tony, you said at last week’s meeting how the xxx account is taking up so much of your time at the moment. I’ve got some ideas I’d like to bounce off you where we can take on some of that responsibility and help you deal with the time issues. It will mean moving some priorities, but I think we can manage OK. Do we want to hear what my suggestions are?”

Here, we showed how we are aware of the boss’s frustrations, did some research to see how we could help and then came up with some solutions to the situation, rather than adding to the problems.

Hopefully, a reasonable boss would at least give it an airing. Present it in a way that they like to see things. View it from their perspective…are they big chunk thinkers or detail-oriented? Are they visual? Can they work through the ideas with you at speed or do they need time to think it through?

By being on their wavelength, you have a better opportunity of communicating the message effectively, and maybe the stress they are going through can be helped by your approach.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
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As a manager, you shoud constantly be striving to improve your interpersonal skills. Here are 5 things you can do to become better at dealing with your fellow managers, coworkers, and team members.

1. Pay attention to what others are saying and doing. Pay attention to your team members on both a professional and personal level. Is one of your team members having a difficult time – dealing with an illness or family tragedy? Is someone getting married or having a baby? Acknowledge both the ups and downs and show you appreciate them on all levels.
2. Keep smiling, no matter what is going on in your life. I know that sounds hard, but if you never smile, your friends and coworkers won’t want to be around you. Try to stay as positive in attitude as possible. Everyone understands a bad day. Just don’t make it a habit.
3. Adopt an active listening strategy. Repeat what was said in your response, look the person who is speaking to you in the eye, and offer positive responses. Make sure the people you are speaking with know you are paying attention and understand the actions you intend to take in response.
4. Practice empathy, or the ability to see a situation from someone else’s perspective. Even if you don’t agree with a situation, an empathetic response will prove you at least understand it.
5. Help to resolve any conflicts in your workplace as quickly as possible. If members of your team constantly bicker, bring them together and try to mediate the situation. The faster you diffuse tension the less likely it is to turn into a long-term situation.

Try your best to connect with the people you work with. Communicating is one thing – identifying with them as you communicate is another.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management

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