Have you ever been in a meeting where the topic of conversation turned controversial? It seems as though most people agree with one viewpoint, while only a few have voiced a contradictory opinion, if they’ve said anything at all. These people are keeping silent not because they do not believe in their own point of view, but because they fear the stigma of social rejection. This is known as the “Spiral of Silence.”

Most people, especially if they are in the minority, are reluctant to voice their opinions or concerns for just this reason. Unfortunately, they’re also the ones that are most likely to go home feeling disgruntled, unappreciated, and unheard.

So how do you, as a manager, remedy this type of situation or prevent the spiral from occurring? Taking a leadership role in meetings where this may happen is essential. You’ll be able to guide the meeting back on track, or encourage the opinions of those who don’t seem to have much to say. If all else fails, encourage your employees to participate in anonymous surveys when important decisions need to be made. They may be more willing to put their ideas in writing if they can do so anonymously.

The ability to recognise the Spiral of Silence and stop it from occurring is an incredible communication skill. Silence in the workplace can be detrimental, so keep your ears open and make sure no one feels bullied, intentionally or not, into keeping quiet.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

Originally created by a fellow named John Adair, the Action Centered Leadership model focuses simply on the actions that leaders need to take in order to ensure their effectiveness. The model focuses on three main activities that, when viewed as a whole and given proper attention, guarantee results.

The three main activities include:
1. Understanding and achieving any given task.
2. Building and maintaining a solid team.
3. Developing each member of the team individually.

It seems a bit like a pyramid, doesn’t it? Of course, each activity has a series of sub-activities, and the success of each task hinges upon the others.

For example, you can’t build a solid team if you haven’t properly trained the individual members. The individual members won’t ever gain the right level of experience if they don’t have a strong team to support them. You’ll never see a project or task come to successful completion unless each of your teams or individual employees is trained to meet the deadlines and quality expectations you have set.

Each piece of the Action Centered Leadership model depends on the others. Not one part can stand alone. In order to be an effective manager, you’ll have to identify the strengths and weaknesses of your team members. Perhaps, for example, one of your employees has a time management problem. The solution is to get him extra training or guidance when it comes to organizing his workflow. If left untreated, the problem may grow until it eventually has a negative impact on an important project.

I find Action Centered Leadership to be a proactive management model. It involves actively evaluating and reevaluating your tasks and team in order to identify issues and make changes before they turn into real problems. Avoiding problems will make your job much easier in the long run.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

Are you open to change?

The Schamner Change Model is an interesting management model that encourages you to dig deep into yourself in order to determine just how adaptable you can be. You’ll find that you must have a open mind, a open heart, and a open will in order to see results.

It’s often difficult for us to let go of our past habits and patterns so that we can then change and grow. I know that as a younger manager I had a more difficult time with change than I do now. I wasn’t as experienced then, and I thought everything had to be done the way I was taught the first time, with no deviation from the rules or “norm.”

You have to start by suspending your beliefs – this doesn’t mean admitting they were wrong, but simply putting them on the shelf for a moment so that you can examine your new system with a fresh outlook. You’ll then have to spend some time reviewing the new system and applying your knowledge to it while slowly letting go of your old beliefs enough to see the results of the new system crystalising before your eyes.

Eventually, you’ll be able to look at the new, changed system or management model with a clearer vision that allows you to look further into the future. You’ll begin working the new changes into your daily routine and, eventually, they’ll become a part of your new “normal” workflow.

Change isn’t always easy to handle, especially for those of us in management positions. We have to learn to embody the changes in our organisations so that we can effectively present them to our teams. This doesn’t mean giving up on our old ways, but simply being open to the new ones.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”

The Business Excellence Model, also referred to as the EFQM Excellence Model, was designed in the early 1990’s in order to provide a framework to be used when assessing businesses in competition for the European Quality Award. It took me quite a while to understand the criteria the model is based on, so I’m going to share a brief explanation so that you can firmly grasp what you’re working towards.

There are nine main criteria on which an organisation is judged. The first five are referred to as “enablers” and the last four are referred to as “results”. Similar to the cause and effect theories you are taught in school, the enablers allow your business to achieve results. Your business management strategy should always focus on the position of these criteria.

The enablers are:
- Processes
- Policy & Strategy
- People
- Leadership
- Partnerships & Resources

The results are:
- Customer Results
- Society Results
- Key Performance Results
- People Results

There are, of course, a number of models a company can follow in order to strengthen their enablers and results. Each of these nine categories has a list of subcategories to be taken into consideration as well.

There are dozens of good management models for an organisation to chose from but, in the end, if you’d like to win the European Quality Award, you should focus more on the Business Excellence Model.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

Management Model

Many people get confused as to what the Deming Cycle management model actually is.

Well, here goes my explanation!

The Deming Cycle forms part of the continuous improvement cycle that you see in most quality initiatives. That is:

PLAN: Design or revise business process components to improve results

DO: Implement the plan and measure its performance

CHECK: Assess the measurements and report the results to decision makers

ACT: Decide on changes needed to improve the process

W. Edwards Deming analyzed business processes in the 1950′s to see the relationship between improvements and the stage of the process that needed improving. This was mostly evidenced through production processes. At the time it was state of the art. To me, it’s plain old common sense!

But then again, common sense is not common!

Sean Mc

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