Coaching to Success

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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.

Season’s Greeting and here’s to a successful 2016

As we’re all exceptionally busy leading up to the Season’s festivities, we thought we’d take some time out too so today’s message is quite simple …CtS Xmas Image

Sometimes you simply need to reward yourself by taking time out and not constantly worrying about what plans you need to make.

A great way to recharge those mental batteries is to spend time with those who are important, ie Friends and Family.

So there’s the tip for today … give yourself some timeout so you can return with a fresh outlook, as we will, at the beginning of 2016.

All the best for now, and for the structured steps you’ll be takine to make 2016 the best year yet. And should you wish to have an open and frank conversation about your goals and aspirations then contact Neil on 07761 187238 or email neil.nutburn@coachingtosuccess.co.uk to have a complementary and confidential discussion/meeting to see how we can help you create growth in 2016.

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.

How to manage stress when change is imminent?

Change can cause Stress. Stress can lead to a big bag of trouble. So what can we do about either or both?

When I left the security of a position with added benefits… you know, a decent wage, car, pension etc, I embraced change but didn’t realise how stress would impact on me as a result of this!

I welcomed change but for it can bring about frustration (“there goes that opportunity of promotion!”), resentment, fear (“will I lose my job?”) and feelings of unfairness (“great, more work!”) due to the fact the ‘change’ was enforced.

The consequent outcome often leads to stress. If we’re not working to our full potential, productivity declines, followed by diminishing profits. This then usually means cut-backs and here we go again! And this is just from an accountant’s perspective. What about the morale in the workforce or the sickness absence record?

It’s no surprise that most will attempt to reject change. After all, it’s the fear of losing something, resisting because we simply don’t want it while not knowing how to deal with it!

Therein starts the belief that if we resist it enough, it will simply go away. Alas, this rarely happens. So begins the transition curve of change which follows a path of Shock – Denial – Sense of incompetence – Acceptance – Experimentation – Understanding – Integration. The first is where management is the most critical.

Some key questions to help us understand/be understood, thereby giving the information that will relieve the development of stress include:

  • What fear will be raised?
  • What internal/external culture will feed this fear?
  • Are people afraid to raise their fears/concerns?
  • How will this fear affect the business through its service or delivery?
  • What will be the outcome if people can’t raise their concerns?

As a leader, these questions need to be asked. Having a clearly defined plan concerning how the change is to be communicated, and I don’t mean just ping everyone an email!, to incorporate the aforementioned answering what you foresee as being primary areas of concern, will help people to understand that change is not to be feared but embraced due to its benefits to them!

‘Communication’ is critical in reducing stress. Once you’ve established answers to the earlier questions, you can incorporate this into your announcements.

Clear, concise and accurate information relaying what are the perceived likely fears and how this will be addressed, the timeframe, people’s responsibilities and buddying systems all aimed with the intention of expressing the purpose, benefits and need of the business that they will engage in. This will all give the individuals a sense of understanding and, more importantly, a sense of purpose that they are critical to the success of this change.

This information assists effective change-management, stabilising the environment without allowing assumptions that may well poison a tranquil working atmosphere!

Without clear communication, people will feel threatened. Look to endorse some of the following to assist with a ‘reduced’ stressful environment (we don’t like change so there will always be an element of stress, let’s just try and bring it to a minimum so all can enjoy the workplace):

  • Provide assistance. Not everyone will pick up change at the same speed
  • Offer a variety of support not just technical but coaching, counselling, leadership and interpersonal skill training
  • Be aware of how you communicate this change. Electronic formats such as email should be used to back-up or enhance face-to-face meetings/seminars.
  • Frequently relay updates emphasising the positives and commenting on areas that need improving
  • Consider holistic means to alleviate stress such as providing training on relaxation techniques, nutrition, self-awareness, time-management and confidence/self-awareness development.

Stress affects us all differently. As an outgoing person, my signal is when I go quiet, hiding myself away! Other signs people show are loss of focus or attention, fatigue, tension of muscles and work may be affected through shortcuts being taken or lack of accuracy/focus. Know your own signs as well as those around you.

Without considering the human element of change, all too often I have seen change take much longer than anticipated as no one has considered the fact it is people we are dealing with and not machines!

Coaching to success specialise in change-management offering workshops for teams or management teams that will either be subjected to change or are about to introduce it. Should this be an area that you believe will help your organisation, 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 manage change effectively and efficiently thus reducing costs through engaging the team quicker and more productively through reducing the possibility of stress and the negatives that can bring.

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.