The European Foundation for Quality Management (EFQM) Excellence Model is based on the premise that excellent results with respect to performance, customers, people and society are achieved through partnerships, resources and processes.

The model explains performance gaps and identifies improvement directions. I’ve used it a number of times to determine the future direction of my company, and it consists of a few fundamental elements:

• Leadership and consistency of purpose
• Management by processes and facts
• Employee development and involvement
• Continuous learning and improvement
• Partnership development
• Public Responsibility

Results not only reflect how well an organisation is performing, but also measure a company’s performance from perspectives like customer focus and social results.

What does it require from a management and leadership point of view? Well, here’s a list of management requirements:

• Develop mission, vision and values
• Be role models of excellence
• Be involved in developing, implementing and improving systems
• Be involved with customers and partners
• Recognise, support, coach and motivate people within the business
• Identify, develop and sustain people’s competencies
• Involve and empower teams
• Reward, recognise and care for individuals

There are many other ways that the model recognises the professionalism of a company, and I would suggest you take a look at how your position could benefit from looking at this recognised tool for development. The EFQM Excellence Model provides core elements for the effective analysis, assessment, structure, improvement and management of a business, and I would recommend you find out more about it to determine how your strategies could be improved in the future.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

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Free email course “Improve your Management Skills”

It’s strange how we remember things that are important to us and forget things that are not. Or is it sometimes the other way round for you?

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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Stop for a moment and ask yourself…why do I need to criticise someone else? Simple question, simple answers.

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

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

The most dynamic communicators I have ever come across don’t say very much.

Instead of trying to talk more and blind people with the level of their so-called intellect, charismatic managers grab attention by treating their words as precious resources. They only speak when they have something to say.

By keeping quiet, listening well and expressing your points in the fewest words possible, you gain a persuasive edge. People give undivided attention to those whose every word counts.

Poor managers:

• Repeat simple instructions to the point where they bore employees or make them feel patronised
• Tell long, rambling stories that don’t advance a conversation in any direction
• Interrupt others and change subjects often

Instead, try to appreciate the power of silence. This isn’t easy. Many people feel self-conscious when there are moments of silence in conversations. Some people think they may appear unsure, uncertain or lacking in confidence if they don’t always have something to say.

Remember that you are always communicating, even when you’re not speaking. So the silence may actually be telling someone something without you opening your mouth. Silence gives everyone a chance to reflect on what’s been said so far, and helps to disarm touchy or emotionally-charged subjects.

If you over-talk, you may bore others, because they may switch off if the things you are saying don’t add any value to the conversation.

When you feel the urge to talk, ask yourself if it could wait. Listen more than you speak. As the saying goes…best to keep silent and people think you’re a fool, than to open it and prove you are one!

So what can you do? Here are some ideas:

• Ask more questions. Get others to open up. By listening well, you might actually learn something
• After you’ve asked questions, stop. Give others time to think. Resist the urge to jump in and answer the question yourself. Determine others’ opinions first.
• Let people vent their anger, if necessary. If someone needs to blow off steam, be quiet and listen for the difference between fact and opinion. Listen for the words behind the emotion and identify the real meaning behind the words. They may say things they don’t mean because of the emotional instability, so differentiate facts from the emotional outburst.

Remaining silent helps you to pick up an awful lot of information. Share your ideas when necessary, but try to keep your ego in check when conversing. That way, you will earn respect and actually learn something!

Thanks again

Sean

(Image by Ambro)

Sean McPheat
Managing Director
MTD Management Training Course

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

You’ll have heard of Maslow’s Hierarchy, Hertzberg’s Dual-Factor theory and McClelland’s Achievement theory when it comes to motivation, but one new idea stands out among the rest because it epitomises the very real concept of intrinsic motivation within all of us.

Daniel Pink argues that there are three main elements of internal motivation, which he calls ‘Autonomy’, ‘Mastery’ and ‘Purpose’. These may seem pretty much common sense, but many managers forget how internal drive to motivation may be. Pink’s ideas may well identify why external motivators don’t work effectively all the time. Let’s take a look at the three ideas and see if we can marry up why they are so important:

Firstly, Autonomy

Our default-setting, say, Pink, is to be autonomous and self-directed. Most management today conspires to change this setting from intrinsic to extrinsic motivation. To encourage intrinsic motivation, autonomy is the first requirement.

People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it).

Then, there’s Mastery

While external motivation techniques require compliance, Pink says that the latest motivation requires engagement. Only engagement can produce mastery, becoming better at something that matters. Mastery isn’t just the ability to be able to do things well; it revolves around being able to carry out optimal experiences where the challenges we face help us to grow and stretch our capabilities.

Smart organisations supplement day-to-day tasks with stretching tasks, not too hard but not too easy. There are three elements to this drive to Mastery:

It is a ‘mind-set’ – it requires the capacity to see the abilities you possess as infinitely improvable.
It is a ‘stretch’ – it demands effort and deliberate practice.                                                                                                                                                                                                                                                             And it’s ‘progressive’ – it’s impossible to fully realise, which makes it frustrating, challenging and attractive, all at the same time.

Purpose

Human-beings seek purpose – a cause greater and more attractive than just themselves – and businesses are starting to realise this. Purpose-maximisation is taking its place alongside profit- maximisation, expressing itself in three ways:

Goals that use profit to reach purpose,

words that emphasise more than self-interest,

and policies that allow people to match their work with their passion.

These three ideas may well prove why many businesses can’t get the most out of their people, because they are relying too heavily on the extrinsic forces to get people to be driven. But more force is always exerted when the person wants something they themselves have decided go for. So Pink’s ideas add value to the motivation debate and allow us to se what is really driving peeople’s performance.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

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