Coaching to Success

Our business is your success

Motivation

How do I create a knockout presentation? Prt 1of2…

Have you ever been in front of monotone, boring presentations that seem endless? Do you need to create a presentation but are unsure how to wrap it up?

This is too big a subject to do in a single post so here’s todays and the next will be in two weeks’ time. Read on to find some tips I’ve learned over the years that will help keep the interest and get the message across.

Let us start by looking at 4 of 9 bad habits:

  • Failing to excite or show enthusiasm!
  • Disqualifying yourself
  • Not connecting with the audience. Avoiding eye contact, Alienating yourself
  • Stance: Fidgeting, swaying, motionless or standing to attention

Failing to enthuse

From the start you need to engage and capture your audience’s attention. First impressions and last comments are what people remember. Deliver a message that will leave them excited about what they are about to be told and the benefits they will gain.

Disqualifying yourself

You are there because you are knowledgeable in that particular subject. The audience have come to learn something so avoid statements like “I hope this doesn’t send you asleep”, “I know something of this but I’m not an expert in”. Avoid disparaging comments. Believe in yourself.

DO NOT APOLOGIES! You may start late due to unforeseen circumstances so this may seem a bit blunt but if you start off apologising then this sets a negative tone and sets the scene of being a victim. Start off as if nothing was wrong, thus illustrating you work well under pressure.

Audience connection

Personally, I feel one of the worse things a presenter can do is to stand there avoiding eye-contact with attendees. Fumbling around, looking at projections or even the wall behind the attendees. And whatever you do, please don’t turn your back to the audience. This may make you feel better but you’ve just dismissed everyone there.

If you’re not keen on looking at people directly in the eyes, look at their foreheads or, better still, the top of their lips. Try that one out when speaking to someone relatively close. Ask them if they felt you were making direct eye-contact, it works!

Other areas to consider is to insure you don’t alienate delegates. I was at a seminar a while ago and the presenter opened by saying “This is going to be mainly about the leisure industry so if you are not in this business, you won’t understand some of the terminology…”.

Make sure you use a language that all understand. Make it generic if dealing with a varied audience or specific if an isolated audience.

Stance

There is a fine balance between no movement and too much. Areas to consider are to avoid shuffling paperwork or waving something around you wish to talk about. Everyone’s focus then moves to that and not you.

Try not to fidget or sway on the spot and definitely (gentlemen!) avoid playing with change in your pockets. These infer nervousness.

And don’t stand still like a guard, move around and use ‘controlled’ hand gestures (this is an area I have to constantly be on top of as I enthuse and speak through hand movements). It’s very boring if you just stand there motionless.

Look at for the concluding part in two weeks’ time and in the meantime, should you have a presentation that you need help with, just make a call or throw us an email.

Contact Neil at neil.nutburn@coachingtosuccess.co.uk or call 07761 187238 where you are assured a warm welcome.

The ‘Key’ strengths of Successful Management … Prt 2of2

The last article covered areas in management concerning pleasing everyone and making time for management. Looking at setting standards, being open-minded, communication, problem solving and the art of listening.

As promised, here are the next six areas to consider when mastering the role of Manager.

Previously we looked at two areas that help towards ill-feelings that managers receive, below are another three to be considered.

  • Maintaining the old mind-set – You have moved on from the role you undertook but you still attempt to do the same old job!
  • Avoid difficult issues – Confrontation between team members; Putting off doing the reports; Making ‘that’ phone call; Meeting someone you dislike … this list can go on. Trying to ignore it isn’t the answer!
  • Self-belief – In the past, I thought my rapid ascension was due to luck. Was I really management material? Could I handle this next role? Well, those who appointed me believed in my abilities so look pragmatically as to why you’ve been chosen!

To continue from lessons I have personally learned as a result of seeking further academic qualifications, from experience as well as the good book of ‘How Not Too’ according to bosses I have worked with (and in one occasion, exceeded!), here are another set of clues to take on board.

  1. Courteous & Direct – Refrain from saying one thing but thinking something else! Drop the Jeckyll & Hyde! People like you to be frank and direct about areas such as performance. Do this with humility but also remember the power of ‘Please’ and ‘Thank you’
  2. Humour – For those that know me personally, humour and raising the feel good factor is something I’ll always aspire to achieve. Don’t make a joke of the person or situation, but witty comments relating to the issue will help reduce fearful thoughts and put people at ease.
  3. Respect – All too often I’ve heard manager’s refer to their team as Half-wits, or other derogative remarks (I’m sure you will know of similar expressions). These are not only discriminatory but disrespectful. This in turn leads to distrust and further lack of respect. Here’s the catch, if you think that, you will receive that! To improve performance change your own thought process to thinking ‘positively’ towards staff and their abilities. Acknowledge people’s contributions. Offer assistance rather than reprimand for those who are unsure of what’s expected or lack in skillset.
  4. Praise in Public, Reprimand in Private – We all know variations on this saying but how does it relate to you? I have seen people in authority too frequently belittle people in front of others but to what end does it serve? All too often it’s easier to criticise and take things that go well for granted. Consider the way you currently manage both negative and positive situations and start to adopt this philosophy.
  5. Vulnerability – Showing that you may make mistakes or that you are wrong isn’t a weakness but makes you human and thus, more approachable.
  6. Self-belief – Confidence can affect us all! If you put yourself or abilities down, it’s going to be tricky picking yourself up. Whether it be developing a small business or stepping into new Executive roles. A great saying is “Fake it ‘til you make it” or “Act as if” would be a milder interpretation. This isn’t to say be false but encourages a self-perpetuating growth in your confidence to overcome any hurdle.

Other areas to also consider include focusing on the big picture, being authentic and accessible all while being an independent thinker who looks for solutions rather than focusing on problems.

Coaching to success specialise in Management (Procedure) & Leadership (People) and whether it be yourself looking to get that edge over internal or external competition or simply looking for better ways to help manage the business, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

Our business is about your success and your future successes are in your hands so give us a call so we can help you turn the ideas into reality.

The ‘Key’ strengths of Successful Management … Prt 1of2

Whether you have been promoted, gone straight into the role or found yourself suddenly responsible for those around you, the majority of us like that feeling of being noticed for what others perceive us to be capable of. And what of those who manage on your behalf? What of their style? How does the team(s) look or regard them?

Due to the complexities involved in becoming a respected and admired manager, this feature will be in two parts with the second being a fortnight from now.

We begin this new adventure full of enthusiasm, clear in the knowledge that we will be successful in our endeavours. Then the honeymoon period is over. Demands upon you have increased, those around you approach you differently, the anticipated respect you thought you would obtain is absent. Worse still… you find yourself alone!

So, the happy world of management! It’s great isn’t it? Well it can be, but let’s first look at the areas that help towards creating this ill-feeling and then we’ll look at ways to move forward:

  • Trying to please everyone – Most of us in management have fallen into this trap but understand that you will need to make decisions that not everyone will like or appreciate!
  • Make time for managing – Management is about processes, structure, order and not about how much work you do compared to others! Knuckling down to get the job done doesn’t engage others and lack of ‘management’ results in both disengagement and disinterest from those who answer to you.

So where do we go from here? Having learned through education, experience and seeing historic examples from poor managers I followed in my career, I’ve developed a list to aid obtaining that respect a great manager deserves, while I also learned a lot about how management and projects work.

  1. Set the standards – Raise the standard of work, demeanour, attitude and professionalism for all to aspire to.
  2. Open-mindedness – For others to ‘invest’ in what they do. Take an approach of thinking ‘Yes’ before ‘No’ and that the initial idea is just the beginning thought, a small acorn from which greatness may develop. Encourage ideas.
  3. Communicate – Knowledge is NOT power if retained by one person! Develop your communication skills and open that office door. Consider all the means of communicating: Emails, Skype, Written reports, Seminars, Meetings and yes, speaking to one another! Be seen as being approachable and rather than harbour ill-feelings towards someone, put it on the table for discussion.
  4. Problem Solver – Look at a situation with the aim of finding a solution and asking for ideas is a great trait for others to aspire to.
  5. Listen – “Seek first to understand, Then to be understood”, Stephen Covey states as #5 in his book “The 7 Habits of Highly Effective People” (a good read if not done so previously!). The best way to manage this is to listen. Your team may see things that you don’t and respect will be gained if you’re willing to lend an ear.

This is but a start. 3 more areas and another 6 management considerations will be highlighted in the next feature. See how you or the managers under your remit get on with these and here’s to wishing you all the developed success this will bring until the next instalment.

Should you look to gain further professional help, Coaching to success specialise in Management (Procedure) & Leadership (People) and whether it be yourself looking to get that edge over internal or external competition or simply looking for better ways to help manage the business, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

New Start, New You … So let’s help you G.R.O.W.

Whether it be the beginning of a New Year, a new job or the determination of a new You! The focus is on development and this only comes about by planning and taking steps to realise it. The following tool comes into its own to help give you that focus you need.

As a Coach, we use the following frequently. You can start helping yourself by addressing some of the points disclosed. I use this on myself when looking to break a particular objective into achievable segments but still refer to my Coach as even I won’t ask some questions of myself that need to be asked! Or, sometimes, didn’t realise need to be asked and that’s where I can help you get to the core, then set realistic but challenging goals to reach.

So what is this tool? We refer to it as the GROW model. An acronym meaning Goal, Reality, Options and Will (or the Way forward). Now let’s break it down Further:

GOAL– What needs to be achieved? What behaviours need to be modified? Use SMART (another acronym meaning Specific, Measurable, Attainable, Realistic, Time bound). Know the measure by which you know you have reached the goal.

REALITY– How real is it? This is a critical step allowing you to establish what is happening now and what are the likely outcomes by remaining unchanged? How does the new goal interact with the objective? Have any steps already been taken, if so, what happened? Is it really achievable in the given time frame? Goals need to be at a stretch but still within grasp with effort put in.

OPTIONS– This is my favourite area. No ‘idea’ is stupid! It may not fit with the goal at this time but who’s to say it won’t work later? Let ideas fly, brainstorm allowing free flowing thoughts without fear of ridicule. Try using Spider diagrams where one idea shoots off into other elements. Write every thought. Use exploratory questions that start ‘What, Who, How’. Where there may be blockage, ask yourself a favourite of mine “… and what else could I do?” and keep repeating that same question.

WILL– Now you have the pieces from the ‘O’, let’s put them into a plan! establish which are relevant now. What will have the greatest benefit. Who else do you need to involve? And most critically WHEN are you going to START, not complete, this comes once you know when you will begin and how long each component will take.

Another trick to help you achieve your set objectives is to create awards along the way. Generate rewards for hitting set targets. This will help with positive motivation along the journey. For example, I love coffee so my reward will be to make a tasty brew once this article has been written. Rewards don’t need to be large or expensive,  make them proportional to the task in hand.

As a coach, we know how to delve that bit deeper to understand obstacles that may not be revealed by yourself due to subconscious barriers being formed. We’re trained how to listen intently and ask incisive questions to find those little diamonds often missed.

Have a go. See how you get on with this and once you’ve seen the success this will bring and would like to explore what other benefits coaching can bring, contact us by calling Neil Nutburn on 07761 187238 or send an email to info@coachingtosuccess.co.uk to arrange a free, no obligation consultation.

Our business is about your success and your future successes are in your hands so give us a call so we can help you turn the ideas into reality.

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.