Coaching to Success

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Change

An alternative ‘Coach’ to ‘driving’ your career forward…

Everyone experiences a moment in their career path that raises questions about whether they are suited to the role they are in, whether they wish to continue in the organisation they are currently working for or the fact that we sometimes simply feel stuck, not progressing as others appear to move forward.

There are two types of coach … one has wheels and transports you to your destination, the other has belief in you reaching your destination by your own actions. In case you were wondering, I’m the latter!

So how can I help you drive yourself forward? Read on for some useful guidelines that will start this journey.

Firstly, look at your situation from an outsider’s perspective and then ask yourself:

  • How do you see this person in relationship to their job/role
  • What could they do to better themselves
  • Where do they need to go to carry out this improvement
  • Who can they call upon, use, hire to help this improvement happen

Look at things objectively and attempt to move your emotional self away from the equation.

Consider these areas:

  • How has my career progressed
  • Where is my career path heading
  • How is my relationship with my line manager
  • What is my fit within the company
  • What opportunities for career development are there within the organisation (Think objectively and realistically, which can be hard if you dislike your current role)
  • What do I anticipate my place to be within 5 years’ time

From here, list what you believe to be your Strengths. What areas in your life are you proud of and what are your good qualities.

Ascertain what Weaknesses you may have. What areas need to be worked on or improved?

Establish what Opportunities are there for you or that appear interesting. What openings are there within your own business? What associations or network groups that you could explore?

Consider what Threats there are outside of your control but be truthful about whether you can change that outcome? How strong is the likelihood that this will affect your objective and what can you do about it?

It would help to ask others to contribute to your SWOT analysis. Ask friends, Family and work colleagues. State you are looking to improve and understand that this could be a useful tool to help you along the way. If you are looking to develop within the organisation, let the relevant parties who can help you along this path know and ask them.

Now look to set goals relating to your future journey:

  • What is your Goal – be specific
  • Steps needed to take move your career forward
  • What do you need to learn/develop to reach your goal
  • What is your drive and motivation
  • What is the timescale
  • What are the true barriers in the way and how can you overcome them
  • What sacrifices are you prepared to make to obtain your goal
  • Your CV … how current is it and how specific is it towards the career path you wish to take

Answering these questions and truly looking at yourself is just the start of your career journey. Once you start travelling this path, you can really focus on where you want to be.

As a coach, I help numerous people from a variety of walks of life to move forward in their chosen career path both internally and also outside of their organisations.

If are looking for help in moving your career forward, then take the first step and contact Neil at neil.nutburn@coachingtosuccess.co.uk or 07761 187238 to arrange a free consultation on how Coaching to Success can help you. Also, to get a feel for the person, check out our short ‘interview’ video at https://youtu.be/RvCwOL4hPco

Once you’ve decided what needs to be changed, here’s how to make it stick…

So how many of us have made those promises to change something we do or behaviour we have? How difficult is it? We start with an idea that sounds simple enough but once we put it into practice, damn it’s hard!

Often though, it is more about how we approach it rather than just getting on and doing it then letting it slip because thought hadn’t gone into it at the offset … Oh, and I’ve been as guilty as the next person in years gone by for not achieving what I initially set out to do!

So here are 7 ‘Nutburn’ tips on how to achieve those resolutions.

  • Set ‘Realistic’ targets – All too often we aim too high and as we move along, we realise this and rather than change, we simply let it slip by the way or we set too broad a goal! To make it work, set simple goals with small steps that can be increased as each becomes achieved.
  • Outline what you wish to achieve – To change, you have to take yourself outside of your comfort zone, otherwise you would have done it some time ago, wouldn’t you? Do a Pros and cons list so you can see the benefits and also check what hurdles may crop up? Set out a plan to check on progress/targets.
  • Is it something YOU wish to do? – Insure this is something that you want to achieve and not something to conform to someone else’s wish or expectation.
  • Accurate and Specific! – Rather than stating that you wish to lose weight, for example, be specific, ie lose a stone by year end. This may seem daunting but break it down into further specific and achievable slots such as 2lb each month by the end of March then 1lb Apr etc thereafter. Now it’s realistic whilst being specific.
  • Become accountable to others – Make it public. Tell family, friends, those on your social media contact lists what it is you’re aiming to achieve and give them updates on your success. As a coach, it’s amazing how my clients achieve what they set as a result of making promises to me.
  • Reward achievements – No matter how small or large, set rewards along your path. When you hit a target, reward yourself.
  • Handle Failings – Remember, you are creating new habits, it’s reported that it takes 21 days to create new habits and 6 months for it to become part of your psyche, so there is a likelihood that you may slip up along the way. It is imperative not to berate yourself over this, get up, dust yourself down and get back on with it.

This is but a start and Coaching to Success can help you keep on track by supporting you and making you accountable for the outcome. We can help you turn the tables and insure you stay on track. Simply start the journey by contacting Neil at neil.nutburn@coachingtosuccess.co.uk or 07761 187238 to arrange a free consultation on how Coaching to Success can help you. Also, to get a feel for the person, check out our short ‘interview’ video at https://youtu.be/RvCwOL4hPco

Time for ‘Change’? Let’s ‘Manage’ it to secure the best outcome.

Those who know me will know a favourite expression of mine is “If you continue to travel the same path as you always have, you will inevitably end up at the same destination”.

If you want to …

  • Grow (in confidence or self-worth)
  • Improve sales and/or profits
  • Try different avenues within your business field
  • Have your team or team members take on different responsibilities
  • Change your direction with the path you’re currently on

It’s critical you manage the change, or as many will know “Change Management”. But is it that easy?

I recently worked with a CEO concerning an awkward issue and one that ultimately changed the direction that some people were already heading. By truly recognising what the barriers were (both real and presumed) we worked through a programme of events giving a very clear outcome making it not only real but also manageable.

Much like their situation, should you be in the process of or considering change within your company or personal life, but with so many other things stepping in the way to gain that clarity, this may well help get you on track for a successful outcome.

  1. Create a ‘Change Plan’ – Before you can start any changes, it is crucial that you formulate a project plan looking at why change is necessary, a timeline, the major tasks involved and how it will be implemented. Assess all the possible options available, then select the most appropriate. Keep any other ideas for back-up. Allow it to breathe so it’s a work in progress of which improvements can be introduced.
  2. Clear Direction (Establish a persuasive case and a sense of urgency) – It’s no good having changes just because you’re bored of the way things are! There HAS to be understanding as to why change is necessary and that a clear set of arguments for change is laid out. Not only this, but a planned ‘action’ timescale for it to be within. Although emotions will be involved, try to step away and look at it logically.
  3. Clear Leadership (& ownership) –Not only from the leader(s) but for the teams and members of the organisation too. Should there be more than one leader, then a united front needs to be forged to give a clear message to all affected. Once established, accountability is given to introduce ownership. ‘R.A.C.I.’ is a great model for this (Responsibility, Accountability, Consult, Inform). Coaching to Success are here to help with this.
  4. Consistent Communications (Early and often) – I have to admit that this is my biggest gripe with most businesses. With all the means to communicate, this is still one of the core problems affecting most organisations. Poor communication is the bane of many a working environment. It is critical that poor communication is NOT a factor when change is imminent. There’s an old adage that goes “Tell them what you’re going to tell them… Tell them… and tell them what you told them”. Make sure the message is as clear as day. People perceive things in their own manner which may well be different from the intended outcome. Keep re-enforcing and making sure everyone involved are kept up to date with progress. Do not simply rely on ‘email’ to get your message out. Use face to face through to conferences to presentations to text (if it helps!). To be kept informed insures that innocent comments or ideas don’t grow to uncontrollable monsters.
  5. Maintain & Measure the Progress – Once the change has been started, make sure the momentum is kept up and communications (as stated before) are flowing. If those affected by change don’t see what’s happening, they can easily ‘presume’ that the change will not be happening, or they presume the ‘Need’ has also dissipated! As part of the original plan, develop the relevant milestones which can be celebrated loudly at every juncture. This then keeps the process clear in everyone’s mind so that all can work towards it.
  6. Anchor New Approaches – People need to see the change and the leadership team’s role is to insure that this is embedded in. This can be brought about by recognising and reinforcing the positive behaviours in those directly involved; Insure the ‘Vision’ is kept alive by communicating it; Create the ‘We’ approach rather than the ‘Them or They’; Set challenging and realistic goals; Show clear links between the objectives set and the team success; Recognise those individuals or teams that do well and celebrate as a team. Finally, from the offset, make the ‘New’ way the ‘Normal’ way!

These are the outline areas for a successful transition of change. Each case of change is unique to the company or individual and helping to gain that clarity, as we did with the CEO, is what we’re about.

To gain this for yourself, contact Neil neil.nutburn@coachingtosuccess.co.uk or 07761 187238 to arrange a free consultation on how Coaching to Success can help you. Also, our short ‘interview’ video can be seen at https://youtu.be/RvCwOL4hPco.

It will only happen if you decide to make that change!

Holiday blues are inevitable if you enjoyed a great break. We return wishing things could be different, a change in career, a move forward in your existing organisation. But we accept what is before us, just ‘wishing’ things could change.

“By changing nothing, nothing changes” (Tony Robbins). The only person who can make those steps forward is you. You can allow others to plan your journey and destination but you do have choices. They may not be easy, but there are choices nonetheless.

I was made redundant in 2008 while working in the building industry! I was also recovering from Cancer. Unable to work full time and no work in my field, I had to make changes. Through hard work, perseverance and the support of those close to me, I pushed not only through illness but also developed and grew my business.

Let me share one of the tools I used to help me gain the focus I needed. And that is a big clue to making change, ‘Focus’ on what you want to change. I refer to it as the Wheel of Progress.

Firstly, think of the area you want to change, for example, managing a work team. Look at all the components within this, ie (1)Relationships (2)Leadership (3)Influence (4)Work skills (5)Management skills (6)Stress.

Take each subject and give yourself a score marking from 1 (couldn’t be worse) through to 10 (Perfect).

Draw a wheel with increments from 1 to 10, being the outer wheel. Divide it equally into the number of segments you are considering, ie example is 6 equal slices. On the outside, write your subject header against each slice. Use the inner circles to highlight your given score, ie if 7 in relationships, count 7 from the centre circle out towards the rim and highlight that part of the circle within your given slice.

Continue for each subject. See how uneven your wheel is, then consider how uncomfortable the journey would be if this was the construction of your bike’s wheel! Ideally all would be at 10 but this will rarely ever be the case. The best approach is to make the ‘rim’ as even as possible, even if the overall score is just 6 or 7.

For each subject ask these questions:

  • What is the Final Goal you wish to achieve? …
  • What are the 1st and subsequent journey goals to move you forward?
  • What Barriers do you foresee that may hinder or prevent you from achieving these initial steps or the ultimate goal?
  • What actions are required to move you forward?
  • What are your strengths that you can call on to help you along the route?
  • When do you intend reaching your Final Goal, what date specifically?
  • When are you going to complete each journey goal, when will you review them?

A business coach will ask those questions you will avoid. We look hard at each area and push questions deeper than if left to your own device. The surface questions and consequent actions you plan to take will certainly help you start that journey of change.

Coaching to Success are here to help you dive deeper and retrieve those answers to help you make those changes more succinctly and motivate you along the journey. When you’re ready to make those changes, contact Neil on 07761 187238 or email neil@coachingtosuccess.co.uk who, with tools and techniques, can assure you of a smoother, quicker transition of change for the positive.

Change! Communication is key

Change! Hmm, not something we, as a human race, embrace. I know there will be some who openly state that they encompass it in what they do, my hand is up for that concept… well, as long as it is something I ‘wish’ to change. But how much do you embrace it when it is something unappealing?

Worse still, what happens if this change is forced upon you or if informing others that change will take place knowing the resistance you are likely to receive.

Change isn’t simple like changing a tyre on a car. With this, all you are doing is replacing ‘Old’ with exactly the same but a newer variety. Change affects our mental state of wellbeing, beliefs or values so we have to be careful in our approach.

But do we actually need to change? The simple answer to that is YES! Look at Kodak, Encyclopaedia Britannica or Woolworths and you see what happens to those who don’t embrace change. It is inevitable and those who are at the forefront to change are the ones who lead in business.

Now look at the reason for change. Will it truly improve the effectiveness of the business? If unsure, this ‘clarity’ needs to be established first, and clarity is the key.

I know some who think information is power and best kept close to the chest, then wonder why morale is down, people aren’t being open, conversations are secretive etc. This then comes back to how clear communication is paramount to the success of change needed. The element of the unknown causes anxiety, distrust and barriers the delay of shift.

So how is change communicated? See the following just for a starter…

The Grapevine; Notice Boards; Appraisals; Email/Intranet; Face to face meeting; Briefings; Rallies; Presentations; PR Agency/Dept; Conference calls; Annual report; Internal memo; Letter; Telelphone and many more. Think of these and other means by which the message can and should be relayed. NEVER rely on just one format.

I know someone who sends out all important information via FB Messenger, and no matter how many times I advise him that he should also consider text and email, he still uses just the one media form and wonders why some people don’t get to know about his updates!

Make your message sufficient in content, clear and not dependant on the grapevine. If it affects specific people, directly address them and before they find out from someone else.

Albert Mehrabian, Professor Emeritus of Psychology is known for his publications on the relative importance of verbal and nonverbal messages. This said, 55% is through gesticulation, 38% tonality but only 7% in the words used. Think on this when communicating only through writing.

People read things in the frame of mind that they are in and not necessarily that of the writer so care is needed when using only words as the simple sentence “Standards need to be raised and more focus is required” could be interpreted by a reader as “Are you saying I’m ineffective?”, “Is the company under threat?” or “Are you threatening me?”

To ensure we feel valued and connected, base wording around being:

  • Clear and directional
  • Focused with steps
  • Reassuring to reduce worry/anxiety
  • Motivational

And tie the relevant informer to the relevant party! Well, that includes everyone doesn’t it? Not necessarily, think strategically as to who can relay the message better, for example:

  • Staff to Suppliers
  • Staff to Customers
  • Team Leader/Supervisor to Team
  • Director to Manager
  • Board to Stakeholder…

Some can be more relevant to pass the message on than others. Who would be best to relay the information in your organisation?

John P. Kotter developed 8 steps for successful change, these being

  1. Increase urgency – this helps motivate and move people
  2. Build the guiding team – the people who see things are driven through
  3. Get the vision right – Back to clear communication and strategy
  4. Communicate for buy-in – Make it clear and people start to but into the idea
  5. Empower action – Support rather than micromanage
  6. Create short-term wins – Keeping the momentum going
  7. Don’t let up – Change ideas, adapt but keep focused on the end goal.
  8. Make change stick – Avoid the pull of ‘tradition’. Ensure new and winning behaviour continues.

Change encompasses so much from communication, concept, behaviours, values, planning, strategy, the emotion journey of those affected, resilience and engagement just to mention.

If it was easy, we would have done it ages ago but change isn’t as simple as the tyre, it is so much more complex and clear communication is essential in the development.

If you are in the process of considering change, call Neil on  07761 187238 or email neil@coachingtosuccess.co.uk who, with tools and techniques, can assure you of a smoother and probably quicker transition so all benefit.