Posts Tagged ‘BluePrint’

How to become an accountable leader

March 1, 2011

Great leaders accept responsibility for delivering the results that matter to them and their organisation. They do not hide behind excuses, scapegoats or indecision. Rather, they harness the multitude of resources they have at their disposal to turn desires into realities.

Bruna Martinuzzi has offered the following tips on how you can become a successful accountable leader.

1. Taking time to reflect on how your actions are viewed by all stakeholders: your direct reports, your peers, your clients. Go through a formal 360 Leadership Assessment process or simply get hold of a leadership assessment form and use it to reflect on how others in your team would rate you on each dimension.

2. At the end of each day, take the time to go over your day.
Think about the significant activities in your day. Are you proud of the way you conducted yourself? Could you improve?  This will inspire you to plan your next day around your highest purpose. Getting into this habit of introspection will pay dividends in the long run.

3. Decide to hold yourself accountable for developing other leaders. By mentoring a protégé to enhance their personal and professional growth, you strengthen your own leadership skills and reinforce your determination to be self-accountable as you become the model.

4. When something goes wrong, look inwardly for solutions. It is especially in difficult times that our self-accountability is challenged. Ensure you are well equipped to deal with challenges and controversy.

5. When a mistake is made, do you ask: “Whose fault is it?” or do you say: “What can we learn from this?” It is important to move away from the blame game and take ownership of issues.

6. Think about promises you make to new hires during the interviewing courtship period. In our zeal to want to attract the brightest and most talented, we can easily over promise. Keep a record of your interview notes and what you promised to candidates. If subsequent events make it impossible to keep the promises, at least you can address them with the individual. This is better than forgetting about them altogether.

7. What about promises you made to yourself? Write out your personal and professional goals with clear targets. Read them once a week. Use these to spur you into action.

8. Think about what you are avoiding doing. Is there anything that you are avoiding doing that needs to be done? For example, are you putting off a difficult conversation? Are you delaying any important decisions? Are you delegating away responsibilities that should stay in your court?

Self-accountability, then, is staying true to ourselves despite difficult circumstances. It’s doing the right thing even when we are tempted to bend a few rules for expediency’s sake.

 

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E-Learning offers improved options

February 24, 2011

E-learning is increasing in popularity, and for good reason. It is a great way to provide an ongoing training mechanism that is available at a time that suits the learner. Most importantly it produces great results by decreasing costs and improving performance.

Despite the increase of popularity many still don’t understand the full value of e-learning. Articulate.com have provided the following factors as to why e-learning is a great new way to learn.

  • Real-time access. Elearning eliminates allows courses to be accessed anytime, anywhere.  This can also happen without Internet access.
  • Freedom to fail.  Let’s face it, real learning requires some failure.  But no one likes to fail in a classroom full of other people.  Elearning lets you fail without fear.  This encourages exploration and testing of ideas.  With the right feedback you create a great learning environment.  Worst case, you can always start over.  Something you can’t always do in class.
  • Improved retention.  The combination of multimedia and instructional design can produce a very rich learning experience that is repeatable.  Throw in some good practice activities with feedback and you have a learning environment that’s going to help your learners retain the course content which will produce results.
  • Personalised learning. Let’s think about cars, they all do the same thing yet we all have personal opinions about what we want to drive.  The same goes for learning.  Learners want control.  Elearning allows you to offer control to the learners in a way that classroom learning doesn’t.

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Implementing organisational change – a difficult task made simpler

February 17, 2011

Implementing organisational change is a difficult and critical task. It is becoming even more important for managers to posses the skills to lead during times of change as there is an accelerated rate of change in most organisations today.

Whatever the reason behind the change, most people within organisations seem to resist change even if they agree it is needed. Often, employees may not be resistant to change, but rather, the process or transition that change requires. It is therefore important for managers to understand employee’s natural negative feelings about change and how to best manage these to ensure a smooth transition period for all.

Here are five steps to help you manage change and transitions in your organisation.

1. Assess and address employees concerns
Many organisations claim to put their employees first, however the reality is, most don’t. Take the time to live up to this claim when employees are concerned. Listen to their fears and communicate strategies that will be implemented to keep the impact to a minimum.

2. Demonstrate strong leadership
The reality is that without strong leadership, positive change is unlikely to happen. Leaders and managers throughout the organisation need to show their commitment to the change and work hard to make it happen. This commitment will inspire and motivate everyone to take a role in implementing change.

3. Build trust in the leadership
Having the trust of employees in times of change is crucial as employees feel especially vulnerable. Those implementing the change need to display absolute integrity, reliability, openness, and fairness – always behaving in ethically and socially responsible ways. They need to communicate that they care about both the people and the organisation.

4. Clearly articulate the vision to all
Many organisations struggle in implementing change because people fail to grasp the vision and understand its implications. The key to the successful implementation of change is to communicating the reason behind the change and why it is necessary. Employees need to understand the purpose of the change and the outcome that is expected. Without you telling them they will not know.

5. Celebrate success
Celebration recognises accomplishment, motivates everyone involved, and sends a positive message. Don’t wait until the mission is accomplished and change has occurred; celebrate milestones and short-term wins on the way to the goal.

The collaborative organisation: how to make employee networks really work

February 10, 2011

Recent and topical research by the MIT Sloan Management Review found that the traditional methods for driving operational excellence in global organisations are not enough. The most effective organisations make smart use of employee networks to reduce costs, improve efficiency and spur innovation.

The research found that the key to delivering both operational excellence and innovation is having networks of informal collaboration. Innovative solutions often emerge unpredictably through informal and unplanned interactions between individuals who see problems from different perspectives.  These networks often help employees handle situations that don’t fit into pre-established processes and structures.

Business leaders and CIOs who learn to harness and balance both formal and informal structures are better equipped to create more efficient and innovative organisations. When working to capitalise on these networks, business leaders and CIOs need to let go of some traditional management methods and adopt collaborative management models.

The MIT Sloan Management Review offered the following advice for companies trying to build more collaborative and innovative organisations:

  • Executives should analyse employee contribution networks to discover how high-performing individuals and teams connect.
  • Networks should be designed to optimise the flow of good ideas across function, distance and technical specialty.
  • Network analysis can show where too much connectivity slows decision making.

Overcoming the 5 fears of change

February 8, 2011

To move forward you need to make some changes along the way, so fearing change won’t get you anywhere. Instead, choose to embrace change and positive progress will come your way.

CEO Online has included an article on their website that says “Change champions don’t QUIT and don’t SETTLE.” They have provided 5 tips to help you become a successful change champion.

1. Overcome the fear of the unknown

Tip: “Choose growth”

2. Eliminate the fear of failure

Tip: “Get a healthier understanding of how change works”

3. Fight the fear of commitment

Tip: “Focus on what needs to be changed and keep the rest”

4. Dismiss the fear of disapproval

Tip: “Take in the disapproval with a grain of salt and an ounce of discernment”

5.  Discard the fear of success

Tip: “Relish your success instead of settling for mediocrity”

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The key management issues

February 2, 2011

The business landscape is constantly evolving and changing and it is important to keep on top of these changes. Management Today has analysed the top 10 issues facing managers in 2011, and provided a quick tip to overcome each of these. Here are the first five:

1. Two-speed economy

Australia weathered the financial storm better than most, but there are still areas of risk and reward, known as the two-speed economy.

Tip: Concentrate on staff retention and diversification to reduce risk in an uncertain climate.

2. Global economic health

The biggest issue for Australian companies in terms of global economic health is business confidence.

Tip: For a full economic recovery a change in thought processes is required: from ‘glass is half empty’ to ‘glass is half full’.

3. Development and training

As managers look to increase levels of innovation and agility within their organisations, the need for staff development and training becomes greater.

Tip: Formalise the implementation of mentoring, coaching and training procedures in order to increase agility and improve staff retention.

4. Export opportunities

There are amazing opportunities on offer to Australian exporters in the near term.

Tip: Whether you’re currently exporting or looking to begin, look to the markets in our own region of the world for great growth opportunities.

5. Sustainability issues

Despite the shelving of the Emissions Trading Scheme organisations have plenty to be concerned about in terms of sustainability.

Tip: Make sustainability a serious issue in your business – as important as the bottom line – because it is to many stakeholders.

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BluePrint tip: Tough decisions made simpler

January 27, 2011

All of us have to make decisions every day. Some of these are relatively straight forward and simple, whereas others are more difficult requiring a logical and systematic decision making process to help us address the critical elements that result in a good decision.

To make an effective decision you need to: create a constructive environment, generate good alternatives, explore these alternatives, choose the best alternative, check your decisions, communicate this and take action.

How to keep your employees happy in 2011

January 25, 2011

A recent survey of more than 3,000 leaders conducted by Leadership Management Australia and reported on by the HR Daily found that the number-one characteristic today’s employees value in a manager is trustworthiness.

Trustworthiness has moved from seventh position in 2009 to number one replacing clear communication of direction. This shows that employee expectations have changed significantly in the past year calling for all managers to review their leadership style.

The survey found the top ten characteristics of a good manager to be:

  1. Being trustworthy and open in approach
  2. Clearly communicating where the company is going
  3. Giving employees the “space” to do their work, but supporting them
  4. Listening to and respecting employees’ input into decisions
  5. Giving employees regular and honest feedback on how they are going
  6. Being fair and even-handed/making reasonable demands
  7. Providing the resources employees need to do their job
  8. Recognising employees for extra efforts/results;
  9. Coaching and developing employees
  10. Trusting employees with challenging work.

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BluePrint tip: Make feedback regular

December 16, 2010

Feedback is an important part of every workplace and if not done effectively is one of the main causes of employee dissatisfaction.

Feedback needs to be given on a daily basis, if this becomes more of a yearly occurrence people tend to be surprised rather than aligned with the feedback they are given.

If you have suggestions that will help an employer do their job better, it is more productive to communicate that sooner rather than later.

Five easy tips to influence and persuade others in the workplace

December 14, 2010

Persuasion and influence are important factors that have a direct impact on your personal success, whether at the workplace in your personal lives. No matter who you are or what you do, you will never learn a more valuable or important set of skills than that of how to influence others.

Once you tap into the power of influence, you can reach out and help others work smarter, grow faster, live, look and feel better. Here are some tips to help you improve your influencing skills:

1. Be clear about what you are trying to achieve and the outcomes that you want.

2. Get in the shoes of those you want to persuade and think about it from their perspective.

3. Plan as much as you can before the situation to minimise the amount of thinking on your feet you will have to do.

4. Be flexible and be willing to change your style to accommodate different situations and personalities.

5. Make time to reflect and learn from both successful and unsuccessful influencing situations.

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