A sample of 2 each of

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• A sample of 2 each of
• the 15 sets of Power point slides
• I will send all 700 slides on 1 CD
• Hit the space bar to view the 30 sample slides

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Six keys roles for a leader

• Challenging the process
• Inspiring a shared vision
• Enabling others to act
• Modelling the way
• Encouraging the heart
• Developing leadership at every level
• Source Kouzes and Posner

3
Nine ways leaders transform organisations

• Establish a strong sense of urgency
• Pick a good team
• Create an enterprise vision
• Communicate the vision
• Remove obstacles
• Achieve short term wins
• Consolidate progress and keep on changing
• Anchor change to the culture
• Make the change stick
• Source Marquardt and Kotter

4
Six customer service essentials

• Drop everything to respond to a customer
• Do a little more than is expected every time
• Keep your promises
• Address customer problems immediately
• Follow up when seeking to resolve problems
• Personalise all communications with customers
• 
  From Aaron Turpen

5
Nine ways to make a difference

• Keep your promises
• Be truthful at all times
• Make available key senior peoples contact
  details
• Create expertise on all products and services
• Ask customers how you are doing and pass it
  on!
• Select high quality people and reward them
  well
• Be creative about finding customer solutions
• Dont be a slave to technology
• Talk to your customers meet them too!
• 
  
  From Mike
  Faith

6
The four stages of change

• Shock
• Avoidance
• Acceptance
• Adaptation

7
Five features of a learning organisation

• Systematic problem solving
• Experimentation with new approaches
• Learning from their own experience past history
• Learning from the experience past history of
  others
• Transferring knowledge quickly and efficiently
• throughout the organisation
• Source Garvin 1993

8
Five things empowered people seek

• A chance to be tested, to make it on their own
• A chance to take part in a social experiment
• A chance to do something well
• A chance to do something worthwhile
• A chance to change the way things are
• Source David Berklow

9
Nine conditions for empowerment

• Clear understanding of organisational mission
• Focus energy on the mission and purpose
• Develop and use employee competency
• Managers as coaches - using real work for
  learning
• Value and support all employees
• Managers who seek opinion and create ownership
• Building self-esteem via praise and reward
• Asking more questions, seeking better solutions
• No miracles expected overnight - on for the long
  haul
• Adapted from Potter 1994

10
Two principles of assertion

• You dont get what you dont ask for
• You get a lot of what you do ask for
• Source Andrew Gibbons

11
Eight keys to negotiation

• Offer incentives - create a need and a want
• Put a price on the status quo
• Seed ideas early - build on these
• Reframe if you need - keep it flexible
• Build consensus - seek common ground
• Help others save face
• Keep the dialogue going
• Look for new perspectives - be creative
• From D Kolb and J Williams
• Source Butz Goodstein

12
Three elements to the FAB sales model

• F eatures
• what is it, and what can it do?
• A dvantages
• how can it solve problems?
• B enefits
• what do I gain and what do I avoid?

13
The AIDA selling model

• A ttention
• I nterest
• D esire
• A ction

14
Six essentials to look for in a mentor

• An established record of developing others
• A wide range of skills to pass on
• Strong knowledge of organisational culture
• Sufficient time to dedicate to mentoring
• The ability to swiftly command respect
• Knowledge of how people best accept new ideas
• Source David Clutterbuck

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Seven key issues around mentoring

• Mentoring is a legitimate work activity
• There must be clarity of purpose
• Mentoring is distinct from other management roles
• The focus must be on the mentee
• Mentoring is hard work but powerful
• Boundaries must be explored and agreed
• Mentoring should not be over-managed
• Source Garvey and Alred 2000

16
The seven deadly demotivators

• Politics that creates confusing messages
• Unclear expectations
• Unproductive meetings
• Inconsistency between words and deeds
• Hypocrisy
• Constant and destabilising change
• Withholding information
• Low quality standards
• 
  

17
Six basic job needs

• Tell me what you expect from me
• Give me the opportunity to perform
• Let me know how I am getting on
• Give me guidance where I need it
• Reward me according to my contribution
• Let me know whats going on

18
Six realities of project management

• All projects are unique
• None run exactly to plan
• All involve and depend upon people!
• A structured approach is essential
• All require change and decisions never
  popular!
• Never be a slave to a rigid plan be flexible

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Seven reasons projects succeed

• Planned in manageable chunks
• Objectives clarified and agreed with
  stakeholders
• Reasonable expectations set
• Constant dialogue and flexibility as
  implemented
• Learning from experience
• The right people giving enough of their time
• Sufficient resources allocated and committed

20
The 7 deadly sins of selection interviewing

• Not preparing
• Intimidating
• Agreement seeking
• Wandering
• Pontificating
• Ducking
• Not listening
• Source Video Arts Manhunt

21
Personnel specification the 8 point plan

• Physical characteristics
• Attainments
• General intelligence
• Special aptitudes
• Interests
• Disposition
• Circumstances
• Contra indications

22
Four quality essentials

• Costs go down as we reduce variation in what we
  produce or deliver.
• Concern for meeting customer needs will show
  in what we do, not just what we say.
• To improve a process we need to know what
  causes its variation.
• A climate in which we feel unthreatened when
  reporting bad news is an absolute must.
• Source Andrew Gibbons

23
Four steps to quality control

• Setting quality standards
• Appraising conformance to the standards
• Acting when standards are exceeded
• Planning improvements in the standards
• Source Feigenbaum

24
Seven ways to manage time

• Get organised
• Clarify objectives and priorities
• Combine similar or sequential tasks
• Know and optimise your most productive
  time of day
• Manage and minimise interruptions
• Avoid perfectionism
• Learn to say no

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Eight rules for time management

• Throw away what you know youll do nothing about
• Set deadlines for every task and take these
  seriously
• Sort through your drawers and files regularly
• Do short tasks between other more demanding ones
• File things immediately and in the right place
• Only have what are working on on your desk at a
  time
• Dont put off the pleasant tasks it will escalate
• Do one thing at a time ignore this at your
  peril
• 
  From Roy Brighton

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• Eight qualities of team greatness
• Vision - being clear about what is critical
• Belief in the capability of individual
  contribution
• Ability - mastery of skills driving
  performance
• Learning - an insatiable hunger to improve
• Clarity - of each members role and
  expectations
• Discipline - respectfully supporting each
  other
• Leadership - subtle and facilitative not too
  direct
• Focus - maintaining energy without
  distractions
• 
  Source David Kirk

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Nine steps to developing a powerful team

• Define and communicate challenging
  responsibilities
• Give authority equal to the responsibility
• Establish standards for excellence
• Develop skills to achieve the high standards
• Provide knowledge and information needed
• Give appropriate, positive feedback
• Recognise and reward effort and achievement
• Trust your team - empower and show respect
• Give permission to fail
• From
  Steve Mills

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29
Seven coaching competencies

• Framing questions that make learners think deeply
• Being a resource - removing barriers to learning
• Holding back, not providing all the answers
• Creating and promoting a learning environment
• Using analogies, scenarios and examples
• Engaging others to support the learning
  application
• Providing feedback constructively
  
• 
  Source Ellinger and Bostrum

30
A knowledge management model

• Data
• Information
• Knowledge
• Wisdom

31
Four rs for environmental resource management

• Reduce
• Recycle
• Re-use
• Recover

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• Thats the 30 samples
• You get 15 sets, 700 in total on
• Leadership
  Change management
• Mentoring
  Recruitment and selection
• Time management Team
  working
• Empowerment
  Project management
• Sales and marketing
  Interpersonal skills
• Quality
  Learning and development
• Customer service
  Performance management
• New Coaching
• All for only 40.
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