Coaching to Success

Our business is your success

Decision Making

How to overcome the particular set of challenges that comes with teamwork!

 

I have a favourite saying from Aristotle: “The sum of the total is greater than the sum of its parts” and this is never more apparent than when working with teams.

How often do groups of people work against the grindstone as there’s no clearly defined goal. Leaders who shout out orders with no real understanding of what they’ve requested. Those within a team who are clueless to exactly what’s expected of them or what about that person no one gets on with? I daresay you could give many other examples either from historical or even present situations!

Humans are pack animals and work best ‘together’ as opposed to alone. Working with others inspires different thought processes or directions, feedback for new ideas and a sharing of tasks to insure the ultimate goal is reached.

OK, the labour was predominantly slavery but the pyramids couldn’t have been built by one or two people. There were designers, architects, directors and workforce. All playing different parts but all working together to create the wonder we can now see thousands of years on.

So how do we improve morale or productivity from our teams?

  • SWOT Analysis – See where the Strengths, Weaknesses, Opportunities & Threats are. Carry out the same analysis for each individual within a team. Where there is Weakness/Threats in the business, see the individuals for their Strengths/Opportunities to fill those gaps. Train and support them.
  • Coaching – Getting outside help is most beneficial, however, when not immediately viable, take some clues from the way coaches operate. Adopt approach of ‘Ask’ not ‘Tell’ to achieve consensus. Value each team member and their contributions. Manage the ‘power dynamics’ especially in open forums.
  • Model Team – Take some time out to consider how other successful teams operate and research what key elements they use. See how to manipulate those concepts so your team could benefit.
  • Know the players! – Belbin depicted 9 roles (Plant/Co-Ordinator/Monitor Evaluator/Implementer/Completer Finisher/Resource Investigator/Shaper/Teamworker and Specialist). A team Ideally will have someone from each sector. If insufficient numbers, then members may be able to take on more roles. Contact us to see how we can help you further understand how best to use this model.
  • Performance –Address how the individual’s or team’s potential can be influenced by what is interfering with their output. Too frequent meetings; minor irritants like un-necessary paperwork, reports etc. We so rarely work to our full potential as a result of ‘interference’ so look to see what is necessary and whether this can be delegated. The responsibility for high performance in teams lies with each player knowing what needs to be achieved, taking personal responsibility and working collectively

These are but 5 steps of many that you can take whether at work or in your personal/social life. Working within an environment that is not conducive to the harmonious values each member has simply results in under performance by each member.

Businesses who still look at the cost of employees as being the easiest thing to ‘Cut’ rather than invest in and reap much higher rewards is beyond me, however, this is the world we live in so look to adopt a more positive Team and who knows…

For further development of teams, Neil has a way of motivating teams to perform at their best so contact him on directly on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to have a complementary and confidential discussion or meeting to see how we can help you manage team dynamics effectively and efficiently by engaging the team quicker and more productively through working together while supporting the businesses’ growth plan.

To Analyse is to Strategies! Move forward by finding out what are the others up to

It amazes me how disorganised some companies are, yet they still manage to keep their head above water. Those that engage with a mentor, business coach or such like then gain clarity of direction and whatever the set benchmark, production/sales/profits improve exponentially.

Fighting the internal battle is only the first step … Next you have to worry about what the competitors are up to, especially the ones that have the edge on you! Who knows, they may well use a strategy tool created by Michael Porter known as ‘Porter’s Four Corner Model’.

A leading authority on company strategy, Michael Porter is the Bishop William Lawrence University Professor at Harvard Business School (highest professional recognition that can be awarded to a Harvard faculty member). His model is a framework to look at what’s going on behind competitor’s doors, the strategy they are likely to adopt and key factors that will probably influence their decision making:

To begin, consider a 2×2 matrix. Top left is ‘Corner 1: Drivers’ (Motivation), Bottom left ‘Corner 2: Assumptions’ (Motivation), Bottom right ‘Corner 3: Strategy’ (Actions) and Top right ‘Corner 4: Capabilities’ (Actions).

DRIVERS: These are what Motivate your competition. Areas such as what drives them forward? What are their values? And really, what makes them tick? Understand what ‘motivates’ them and you can start to see where the energy lies.

Including Financial goals, Business philosophy or Leadership background.

ASSUMPTIONS: This isn’t your assumptions, this is their Belief about themselves! Look at how they perceive their competition (including you). What assumptions do they make and how do they perceive themselves compared to others within your business arena. How do they assess their own strengths and weaknesses against their rivals? Do they become defensive or aggressive in their approach, are they pro-active or reactive? Consider company’s perception of its strengths & weaknesses, Belief about competitor’s goals or Organisational value.

STRATEGY: This is all about how they compete in the marketplace! There could be a difference between what is their ‘realised’ strategy and the ‘intended’ one as laid down in their annual reports. Now this is where it’s important to see if this occurs and with some research, can be found. If their strategy appears to be yielding a good return, then it is safe to say they will continue doing what they do best, nonetheless, is it still abiding by its intended strategy and could further improvements be met? Look at how they create value, established relationships or where investment is made.

CAPABILITIES: Here you assess how the competition acts! It may well have the motivation/drive to initiate a strategic plan but the question is are they ‘capable’ of seeing it through? How will they react when your market share or another group’s start to grow? Will they simply start to slash prices or do they take a different approach of aggressive marketing campaigns? Taking from the SWOT analogy, what are their strengths and weaknesses? Look at training, financial strengths, marketing skills and Leadership qualities of senior management.

With this information set in your armoury, you can now analyse this framework to plot both the ‘Offensive’ and ‘Defensive’ scenarios of your competition. Carry out the same exercise internally and see the areas of difference emerge and then formulate a plan based on actual data rather than guess work!

Coaching to success help organisations, such as yours, to plan ahead and then create staged plans to achieve organisational objectives that will be met. This is in part, due to the motivation offered while the sense of ownership being established through being held responsible to someone else! The first thing to do is contact Neil directly on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to have a complementary and confidential discussion or meeting to see how we can help you grew your business through market and, more specifically, competitor awareness and strategy planning.

 

CVs … How to WRITE them and how to READ them!

Having often been engaged to assist with the selection process, it baffles me to see how people write and present their CVs. Bluster and bravado can often sway the reader with little supporting evidence!

Consequently I thought I’d write this feature on putting a CV together and in the same vain, how to read them.

To begin, consider it from the employer’s point of view, write in the sense of ‘You’ rather than the ‘I’. They have a situation they need resolved so spouting on about how marvellous YOU are is not going to win them over! Sell yourself by showing how you can remove the problems. Insure your cover letter and CV also flows in the same consistent manner.

Another area all too frequently missed is Evidence Based examples. It’s all very well stating you created a stock system that reduced purchases but what effect did this have? Adding “Subsequent profits increased by 6.7% as a result” substantiates organisational benefits.

HAVE MORE THAN ONE CV! I can’t believe how many CVs I’ve read that have no bearing on the job! Someone working as a Technician applying for an Office Administrators role is fine but don’t preach about the technical things you studied under a microscope when filing or sourcing material is what is required.

Look for examples in your current and previous roles that support your application and mention them throughout your employment history and professional summary (to follow). You may be looking for a more technical role/person, again, the CV should illustrate throughout examples of what you have done that supports your application

Here are 8 Top Tips which will be written in the context of someone applying for a post. Those looking to employ should equally consider the importance to see if they have applied themselves or if it’s just a case of throwing out CVs!

  • Contact Details – Centred at the top of your CV, name first in Bold to stand out, then your address and contact details such as mobile, telephone, email and web site if you have one.
  • Professional Summary – This is where you sell yourself! Keep it brief encouraging the need to read all of the CV. Tailored for the post advertised, check what the criteria normally is for these positions. Summarise how the organisation will benefit from taking you on.
  • Achievement – Create a library of as many achievements you have done throughout life/career then select two or three from this list that are pertinent to the role and place them in your CV.
  • Employment History – It’s critical to insure there is ‘Evidence Based’ material. Do not list out what you did in a job, that’s no different from a job description! Prove you can do it by adding a few words on the end showing HOW the employer benefitted and start with your most recent post at the top.
  • Courses/Skills – Bullet pointed as they back up what has been mentioned earlier. Add in other skillsets that will help in a given role. Ie, if administrative, words per minute typed. If rural area, passed driving licence etc
  • Education – For Secondary & College results, list as such with grade achieved. For University Degrees, include a succinct outline of skills developed that are relevant to this role.
  • Interests – Do NOT simply put down you like reading, going to the cinema, socialising with friends or the like…boring! This is about YOU, expand, ie “I like Mystery/Crime novels, favourite being Lincoln Rhymes series by Jeffery Deaver”, “Playing 5-aside football every Thursday”, “Experiment badly in the kitchen with Italian cuisine” etc
  • References – Put two references, avoiding ‘Available on request’! This shows your answers are open and happy to be checked. Include Name, Job title, Company name, Address, Telephone number and email. Attempt to put down someone in your existing role but stipulate “Do not contact until after a job offer has been made”.

Run through a spell check and read through twice. Ask someone else to read as they will read it differently than you.

If reading as an employer, grab a highlighter pen and detach yourself emotionally. As you go through, highlight areas you wish them to expand upon or requiring clarity. A red pen is a great tool to make notes too!

Copied and pasted CVs show no real effort put in and you know what, they are disregarded straight away. It is difficult and very time consuming to read through all the different jobs, having to write different CVs for each and every one, however, if you’re smart, you’ll create two or three CV templates that are suited to the prevalent roles and have a library of achievements that will be pertinent to certain positions that you can then create bespoke CVs.

Coaching to Success specialise in Career Coaching whether it be employers looking to recruit or individuals seeking employment, for further information, contact Neil directly on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to have a confidential discussion or meeting to see how we can help you find that right job or employee.

Let’s lead by transformational approach rather than lack of vision!

 

Whether a cash rich company or one on the up, great Leadership will make the difference in ‘How’ you’ll reach the firm’s objectives and ‘When’ too.

As a director within supply and logistics of building material, using positive leadership, I led a great team to move location, while still trading and growing all during the last recession!

This recession attacked the finances of every business. Consequently, focusing inwardly became the new emphasis but NOT in a good way! Staffing levels reduced, outside training obliterated and cutting costs became the norm. Leadership was all about how to maximise the output using the constant restraints of cuts. This has now frequently become ingrained in the current work methodology.

Maslow wrote in 1966 “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail!” Based on this observation, if leadership continues to adopt the aforementioned attitude, growth will actually be hindered so now is a great time to look towards creating the new order.

Consider this thought… “If you are to stay on the same path, you will inevitably reach the same destination!” Now is the time to be ahead of the game and carve a new path.

How is the ‘Leadership’ in your organisation? Is there fresh inspiration? Can someone internally hold the mantle in going forward, if not, then maybe external help. Does the team lack motivation? Are you still focusing on process via transactional driven leadership rather than positive ‘relationship’ leadership? Be truly honest when reflecting on this question as opposed to what you wish was the reality.

How do we start taking real positive steps forward?…

  • Internal S+O to fix business W+T ~ Using the SWOT (Strength, Weaknesses, Opportunities & Threats) acronym, look for the strengths within your teams. Not just the obvious ones. Find the Strengths and Opportunities within to see how they can assist with resolving the Weaknesses and Threats.
  • Aristotle: “The sum of the total is greater than the sum of its parts” ~ Allow different sectors to work together. Conjoin ideas to overcome the obstacles. Take ideas from everywhere. Ie Speak to accounts, admin, sales, marketing about logistical transport issues, great ideas can come from a myriad of different locations. Simply learn to be open-minded.
  • Open Communication ~ Develop trust between team members and hold open conversations where no ‘new’ idea will be ridiculed but rather explored! With all changes, keep those around up to date so they can’t make their own ‘assumptions’. Remember to ‘Receive’ as well… after all, communication means “the activity of conveying information through the exchange of information”. Do not assume, communicate!
  • Clarity of Direction ~ Set ‘Clear’ goals. This way members ‘know’ what they should be doing or aiming for. Use SMART goals, yes, we all know OF them but how many put them into PRACTICE? I’ve found they can be really beneficial if set realistically and worked towards.
  • motivate .. Motivate .. oh, and MOTIVATE! ~ We frequently set off with all the best intentions only to fall back to ‘Old ways’ a month or two down the line. Motivation is tricky to uphold but look to see what makes your team buzz. Keep on top of the SMART goals, keep lines of communication open, work to unite not segregate. Look to the internal strengths to fill the business holes. And while you’re at it, why not have a look at Maslow’s Hierarchy of Needs?

This is just the start to creating a positive workforce, there are many more ways but all are generated around emotional behaviour as opposed to system checklists. Try out some new ideas, involve others around and see what difference it makes!

Coaching to success work with many teams and their leaders in creating a pleasurable working environment where a smile carries so much more productivity than trying to work with processes alone.

Check out our other features to find out more or contact Neil Nutburn direct at neil@coachingtosuccess.co.uk or call 07761 187238 to arrange an complimentary meeting and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco where you’ll be assured a warm welcome to discuss how we can help.

The Power of People’s help via successful delegation!

Often delegation can help relieve an element of stress. The reverse can be said when you try to handle it all and everything then seems stuck or at least moving only in first gear.

Delegation sounds easy, after all, you pass what you don’t want to do onto others … simple! The true art of successful delegation is not that easy. But done correctly, successful delegation build teams, strengthen the business, improve productivity/profit making for a more pleasant working environment.

So let’s start by ascertaining some reasons ‘Why’ as in why people don’t delegate!

  • No-one has the same level of knowledge.
  • It takes time to explain what is required – quicker to do it myself!
  • Fear of delegating yourself out of a job.
  • Your lack of trust in others’ capabilities.
  • You don’t know how!

You have progressed to a level but now can’t move forward as your workload eats into your time and more! So how do we get around this? It will be easier to break this into sections.

WHEN to delegate

  • Your own skill sets can be enhanced or new ones developed by passing other tasks on
  • Ascertain if this ‘Truly’ has to be done by yourself or whether someone else can manage it
  • A chance to improve another’s skill-set by them taking it on board

Some of this takes being honest with yourself. There may be tasks which take you out of your comfort zone so you avoid them and, worse still, avoid delegating them for fear someone will know notice!

WHO to delegate to

  • Check the current workload of the person. It’s no more beneficial to the organisation if you simply pass it onto someone in similar situation.
  • Skill set. Do they have the skills or how long would it take for them to grasp its importance?
  • Up-skilling may be a great opportunity for a person to start the promotional ladder!

HOW to delegate

  • Clarity, from Stephen Covey “Begin with the end in mind”. Insure the person knows when the work is to be completed by. Where they can get resources and what the expected outcome is.
  • Authority – again, make it clear who has overall responsibility and if this impacts on others, make sure they know too.
  • Matching workload – insure you delegate to the lowest level. Make sure the work is appropriate to the level of the individual. If anything, give it to someone who will need to stretch a little to achieve it in order to raise their skillset!
  • Motivation – never underestimate the value of positive motivation. A simple “Well Done” can carry so much weight. Recognition that they have been selected or promoted may be a sufficient reward in itself.
  • Results – Focus on the outcome. They may have a different, potentially improved productive means of carrying out the task. Assist when required but also allow them to self-develop as you too may learn something.
  • Support – It’s never wise to ‘Micro-manage’ people, but in the same degree, to leave them completely to their own devices with a new task is equally wrong! Be available to answer questions. Arrange update reports/meetings to allow them to raise concerns and questions.

CONTROLLING the task

  • Create a delegation log sheet. Indicate who you’ve given a task too and expected completion dates.
  • Allow them room to find their own way of doing things.
  • Explain why they have been chosen. This should be done to promote their emotional attachment.
  • When completed, set time aside to go through the objectives and outcome. Allow lessons to be learned if areas haven’t been done.

Although there is still a lot more to be learned, the above steps will at least set you on the right path towards some of the elements involved with positive delegation.

Coaching to Success specialise in gaining clarity and responsibility. Should either yourself or a member of your team want to enhance your delegation skills to get the best out of your team, please contact Neil by email neil@coachingtosuccess.co.uk or call 07761 187238 to arrange an complimentary meeting and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco where you’ll be assured a warm welcome to discuss how we can help.