tag:blogger.com,1999:blog-9653656535073657152024-03-14T13:14:27.484+00:00The Strengths WayProviding tools that people can use to build on their strengths.Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.comBlogger163125tag:blogger.com,1999:blog-965365653507365715.post-51677111314866276602007-12-20T21:46:00.002+00:002008-10-28T07:48:40.659+00:00Moving on - new blog siteThank you for reading my blog on this site. My Blogger served me well in the early days and then I chose to move to my new site as we wanted to add a lot of new features, etc.<br /><br />If any Google reviewer ends up reading this.......We have tried to set up redirects to help people get to the new site more efficiently. Also we are trying everything we know to try and stop any duplication of material by placing metatags on this site hoping Google does not index both sites as duplication. If you can suggest any other action we can take so that we can direct our visitors to the new site and avoid duplication please contact us and let us know.<br /><br />In short we are doing everything we are aware of.... to make this switch as clean as possible.<br /><br />Mike Pegg's blog has now moved to:<br /><br /><a href="http://www.thestrengthsway.com/mikes-blog">http://www.strengthsacademy.com</a><br /><br />Hope to see you there.<br /><br />Mike.Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com1tag:blogger.com,1999:blog-965365653507365715.post-85022701165049899912007-12-17T21:23:00.000+00:002007-12-17T21:29:05.902+00:003 tips for recognising that 'everything is food'<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2qDrwGzK2rimxHQUkEqbJVNCzE_hyphenhyphenskOdyE4gP7_LUySnmckbpGoH0vP4lHFYukvaLECeZrf6h4_qaDIv_TJBRse2qr5GB27mQKmef-NAXjxepH_b-TPVHh2fPwNq7TY9VWSvZOiwHPwT/s1600-h/Gif+everything+is+food.gif"><img id="BLOGGER_PHOTO_ID_5145056824362464098" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2qDrwGzK2rimxHQUkEqbJVNCzE_hyphenhyphenskOdyE4gP7_LUySnmckbpGoH0vP4lHFYukvaLECeZrf6h4_qaDIv_TJBRse2qr5GB27mQKmef-NAXjxepH_b-TPVHh2fPwNq7TY9VWSvZOiwHPwT/s320/Gif+everything+is+food.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">“Everything is food,” say the Zen Buddhists. Everything we expose ourselves to affects our mind, body and soul. For example, our environment, friends, work and the influences we absorb. Frequently a person is faced by a decision: “How should I spend my time? Should I boost myself by taking-in some ‘positive food’? Or should I hurt myself by consuming ‘poisonous food’?” Let’s consider how you can enrich your mind, body and soul. </span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) Positive food.</em></span><br /><br />“My Eureka moment came one morning on the M25,” said one person. “Sitting in the traffic jam listening to politicians arguing on the radio, I found myself getting more depressed. So I switched off the radio, put on my favourite music and let my mind wander. It <span class="blsp-spelling-error" id="SPELLING_ERROR_0">didn</span>’t shift the traffic, but something changed within me. Now I start the day by listening to music, rather than arguments. Instead of ‘garbage in, garbage out’, I go for ‘good things in, good things out’.”<br /><br />Try tackling the exercise on this theme. Start by identifying the ‘positive food’ you want to consume in your life and work. These may include, for example, meeting encouraging friends, spending time in the countryside, doing satisfying work, visiting the theatre or pursuing creative activities, such as painting, writing or gardening. Try completing the following sentence.<br /><br /><em>The positive food I want in my life and work is:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>2) Poisonous food.</em></span><br /><br />Describe the poisonous food you don’t want to consume in your life and work. One person took this literally. He said: “For years I ate unhealthy white bread and felt heavy. Now I have a wheat-free diet. I feel much better and, over the last 6 months, have lost 3 kilos.” The equivalent things for you may be, for example, listening to serial complainers, working with dispiriting clients, meeting in windowless rooms, staying in hotels that have ‘sick building syndrome’. Try completing the following sentence.<br /><br /><em>The poisonous food I don’t want in my life and work is:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="color:#cc0000;"><em>3) Positive food in the future.</em></span><br /><br />“Planning is needed to change the habits of a lifetime,” explained the person who changed his diet. “My job involves travelling around the country by train. Now I get to the station 20 minutes before the train departs - building-in time to buy salad and fruit at one of the recently opened food outlets. Previously I arrived 5 minutes before the train left - then ate crisps and starchy sandwiches during the journey. Now I feel more energetic and creative.”<br /><br />Describe the specific things you can do to consume positive food in the future. Focus on the people, projects and places you find inspiring. You are then more likely to feel healthy, rather than heavy. Try completing the following sentence.<br /><br /><em>The specific things I can do to get more positive food in the future are:<br /><br />*<br /><br />*<br /><br />*</em></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-33350163398649477322007-12-16T18:16:00.000+00:002007-12-16T18:20:57.416+00:003 tips for clarifying the goals for a development session<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgz_omZobvWaN-WgwoG0xBPJ8Nj2iiNIjfF4OWV2gvDs5gmt_VtukKvfRPRzMqKTjflWlq7dH_YOX6t55Ao0boHShrfNNv12Lh20sT2Kj5T5ZzwYOdQu1O6UMQ0UoV7Nmc3esGCTRMjYGDb/s1600-h/Gif+clarifying+the+goals+for+a+development+session.gif"><img id="BLOGGER_PHOTO_ID_5144637279072088898" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgz_omZobvWaN-WgwoG0xBPJ8Nj2iiNIjfF4OWV2gvDs5gmt_VtukKvfRPRzMqKTjflWlq7dH_YOX6t55Ao0boHShrfNNv12Lh20sT2Kj5T5ZzwYOdQu1O6UMQ0UoV7Nmc3esGCTRMjYGDb/s320/Gif+clarifying+the+goals+for+a+development+session.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">“Agree on the goals when starting the session,” is the golden rule. This sounds so obvious, much like ‘teaching granny to suck eggs’. But it is a vital step in achieving success. Certainly I have hit trouble by wrongly assuming a person - or a group - wants to focus on certain issues. Fortunately it has been possible to recover by going back and making clear contracts about the agenda. The old rule applies when facilitating any coaching, mentoring or other development session – see below. Let’s explore three tips for making this happen.</span><br /></div><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify the person’s – or the team’s – goals for the session.</em></span><br /><br />“Normally I email a <span class="blsp-spelling-error" id="SPELLING_ERROR_0">mentee</span> one week before a session,” said one person. “I invite them to let me know the kind of topics they want to explore during the meeting. Sometimes they do not get round to replying, so I check their goals at the start of the session.”<br /><br />“I follow the same process when running a workshop, but in much greater detail. It is absolutely vital to be crystal-clear on the goals ahead of time, otherwise you can get into deep trouble. So I always talk with the key person to ensure everybody wants to achieve the same aims. Agreeing the ‘What’ gives me time to prepare ‘How’ to reach their goals. Obviously I also re-contract at the start of the workshop to make sure everybody is still on the same page.”<br /><br />You will have your own methods for clarifying the goals for a coaching, mentoring or other development session. For example, you may ask the person or leader: “What are the topics that it would be useful to explore? What would you like to take away from the session? What for you would make it a successful session?” It sounds obvious, but ‘knowing your destination is a vital part of the journey’. It’s amazing how often this gets overlooked. Try completing the following sentence.<br /><br /><em>The specific things I can do to make sure that I clarify the<br />person’s - or the team’s - specific goals for a session are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can communicate what you can & can’t offer to help them to achieve their goals.<br /></em></span><br />This is a vital step in clear contracting. Once the person - or the group - has said what they want, explain what you can and can’t offer. You may say something like:<br /><br />“I can provide practical tools that will help you to achieve goals a, b & c. Some of the other goals may require more specialist attention. If you would like to go-ahead, it would be good to clarify the respective roles. My responsibility to help you achieve the goals is to … The help I would like from you - or your team - is to … Providing we do these things, I am sure we have a good chance of reaching the goals. Would you like to go ahead?”<br /><br />You will obviously communicate these messages in your own way. People often find it reassuring to know what you can and can’t offer - rather than you claiming to offer every possible service. Try completing the following sentence.<br /><br /><em>The things I can do to communicate what I can and can’t offer<br />to help the person- or the team - to achieve their goals are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can make clear contracts about the goals for the session.</em></span><br /><br />Conclude this part of the discussion by making clear contracts. It is good to recap ‘What’ you aim to achieve and ‘How’ you intend to work together. Bearing in mind what you have covered, you may say something like:<br /><br />“Let’s just recap on the goals for the session. You want to achieve a, b and c. My role in making this happen is … Your role is …”<br /><br />You can then embark on the real work in the session. Try completing the following sentence.<br /><br /><em>The specific things I can do to conclude the contracts about<br />what we will cover and the respective roles in the session are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />Contracting is crucial when you are providing a service. It’s vital to take the time to be crystal clear on the goals for a session. This will provide the foundation for achieving success.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-31984867406815478402007-12-13T21:43:00.000+00:002007-12-13T21:48:39.227+00:003 tips for focusing on strengths, sponsors and success<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijy7DUOLCJQ2j8sm3DGYjByU0wB-i2LDyvH8xFjTOJ92fNJKlaAphlOOWgzxOy0NyiDAWlhgshpnhW86fPCZ_IxKtpx1isi9qRPDfLgVPpM76r5KOHTcFhw5TnObSBnuD25CWNJb_oHuaT/s1600-h/Gif+strengths,+sponsors,+success.gif"><img id="BLOGGER_PHOTO_ID_5143577500247758066" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijy7DUOLCJQ2j8sm3DGYjByU0wB-i2LDyvH8xFjTOJ92fNJKlaAphlOOWgzxOy0NyiDAWlhgshpnhW86fPCZ_IxKtpx1isi9qRPDfLgVPpM76r5KOHTcFhw5TnObSBnuD25CWNJb_oHuaT/s320/Gif+strengths,+sponsors,+success.gif" border="0" /></a><br /><div><span style="font-family:verdana;"><br />“The world of work keeps changing,” people may say, “so how can we help people to shape their futures? It is hard to know what skills they must learn to be successful.” Perhaps, but as the saying goes: ‘the more things change, the more things stay the same.’ At least, some things stay the same. For example, freelancers have followed certain themes throughout history. They have built on their strengths, found sponsors who paid them and delivered success. People who develop such eternal skills are more likely to shape their futures. Let’s explore how this works in practice.</span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;"><span style="color:#cc0000;"><em>1) You can build on your strengths.</em></span><br /></span><br />Michelangelo, Anita <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Roddick</span> and Steve Jobs had at least one thing in common. They all built on their strengths. They did what they did best and got somebody to pay them for doing it. This has been a key skill throughout history. Some customers will always be interested in buying quality - and the best way of producing quality is to develop your top talents. The Strengths Toolbox provides many exercises for identifying what you do best, but you will obviously find your own way. Try completing the following sentence.<br /><br /><em>The specific things I can do to build on my strengths are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can find sponsors.</em></span><br /><br />Anybody can do work they love, the art is to get somebody to pay you for doing it. Creative artists have had faced this challenge throughout history. They have asked themselves: “Shall I be true to my art, stay in a garret and wait to be discovered? Shall I publicise my services, sell my soul and do whatever is necessary for money? Shall I be true to myself, find patrons and try to get a ‘win-win’ solution?” People will continue to face this challenge in the future.<br /><br />So how do you find sponsors who will pay you for doing what you do best? There are several rules. a) To understand the sponsor’s agenda - their picture of success; b) To provide services or products that will help them to achieve success; c) To reach out to these sponsors and show you understand their agenda; d) To make clear working contracts about how you can help them to achieve success. Try completing the following sentence.<br /><br /><em>The specific things I can do to find sponsors<br />who will pay me for doing what I do best are:<br /><br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can deliver success.</em></span><br /><br />“My role is to help my sponsor to reach their goals,” said one freelancer. “I go through several steps when working for a person or organisation. a) To make sure I really want to work for them. b) To make clear contracts about what must be delivered. c) To keep them informed, go the extra mile and provide great service. Going through these steps produces lots of repeat business.” Try completing the following sentence.<br /><br /><em>The specific things I can do to help<br />my sponsors to achieve success are:<br /><br /><br />*<br /><br />*<br /><br />*</em><br /><br />“Change is the only certainty in the world of work,” we are told. Perhaps, but there is another certainty. People will need to build on their strengths, find sponsors and deliver success. Developing these eternal skills will enable them to shape a positive future.<br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-17285944086280266452007-12-12T19:24:00.000+00:002007-12-12T19:29:43.164+00:003 tips for focusing on fun, freedom and fulfilment<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj74VfJPHaewX4x-jHgMW6-2ZUTrbjb9j_NDqeSyPNXBzWdtDqyZByt4_xwtkqNzD2OHxxsKWAhvOaNHSU16Fg8XzjQzqS2_fqQrN4n8jv8GOzwloa6HJJ4ujtvHBFebOiJQoDedrtQ782O/s1600-h/Gif+fun,+freedom+and+fulfiilment.gif"><img id="BLOGGER_PHOTO_ID_5143170668060579042" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj74VfJPHaewX4x-jHgMW6-2ZUTrbjb9j_NDqeSyPNXBzWdtDqyZByt4_xwtkqNzD2OHxxsKWAhvOaNHSU16Fg8XzjQzqS2_fqQrN4n8jv8GOzwloa6HJJ4ujtvHBFebOiJQoDedrtQ782O/s320/Gif+fun,+freedom+and+fulfiilment.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">How can you find professional fulfilment? During the past 40 years I have met many people who have found satisfaction and stimulation in their work. Such people often demonstrate three characteristics. They focus on fun, freedom and doing work that is fulfilling - both for themselves and their ‘employers’. People who hate their jobs demonstrate the opposite characteristics. For them work is a chore. They feel imprisoned and frustrated. So let’s explore the following steps in your work.<br /></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) Fun.<br /></em></span><br />“I’d like to do work I enjoy, but it is so difficult,” somebody may say. Perhaps, but try doing work you hate. That is more difficult. What the person may mean is: “I would like to do work I love, but it is hard to find somebody to pay me for doing it.” Peak performers often begin their professional journeys by doing work they enjoy - then developing the skills for finding the funding. Try completing the following sentences.<br /><br /><em>The extent to which I have a sense of fun in my work is: ___ / 10<br /><br />The specific things I can do to continue or<br />increase this sense of fun in my work are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />“After completing this exercise, I decided to go back to doing what I enjoy - my specialism - rather than general management,” said Jenny, a brilliant marketer. “I feel really happy focusing on what I do best. General management was just an endurance test. Now I have much more fun in my work.”<br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) Freedom.</em></span><br /><br />People like to feel free. They want to feel in control of shaping their destiny. Many fulfilled people seem to have a ‘freelance mentality’. They may or may not be freelancers - but they feel in charge of shaping their futures. “I now feel more in control of my professional life,” said Jenny. “I still work for the same company. But now feel more in control of my diary and contribution to the business.” Try completing the following sentences.<br /><br /><em>The extent to which I have a sense of freedom in my work is: ___ / 10<br /><br />The specific things I can do to continue or<br />increase this sense of freedom in my work are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) Fulfilment.</em></span><br /><br />“Now I concentrate on what I do best,” said Jenny. “I am able to use my imagination, set clear goals and make a positive impact.” So how do people find professional satisfaction? They put themselves in a place where they can flow, focus, finish and, as a by product, find fulfilment. Try completing the following sentences.<br /><br /><em>The extent to which I have a sense of fulfilment in my work is: ___ / 10<br /><br />The specific things I can do to continue or<br />increase this sense of fulfilment in my work are:<br /><br />*<br /><br />*<br /><br />* </em><br /><br />People who do satisfying work often focus on fun, freedom and fulfilment. Feeling stimulated in their work, they build on their strengths, set specific goals and deliver success. They develop a ‘win-win’ - both for themselves and their employers.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-51368103600736901542007-12-11T20:20:00.000+00:002007-12-11T20:24:27.377+00:003 tips for being fully alive<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg0SNxoMuA1WQm8VvotrBOutHnnnrwzxPTgkfs6XOzkCLnjqb8kA9zXR-R6ASIvoptez140D2UugeIiY6aAPs0VYU18B3BqwB7wOrCj_pZHc11vtHrcZcigZ3ZhVcH5wX1leaeZYSdHwrY5/s1600-h/Gif+feeling+fully+alive.gif"><img id="BLOGGER_PHOTO_ID_5142813674673902802" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg0SNxoMuA1WQm8VvotrBOutHnnnrwzxPTgkfs6XOzkCLnjqb8kA9zXR-R6ASIvoptez140D2UugeIiY6aAPs0VYU18B3BqwB7wOrCj_pZHc11vtHrcZcigZ3ZhVcH5wX1leaeZYSdHwrY5/s320/Gif+feeling+fully+alive.gif" border="0" /></a><br /><div><br /><span style="font-family:verdana;">When do you feel fully alive? You may be teaching, fixing a problem, renovating a house, selling to certain customers, leading a team or whatever. What are you doing right then? How can you follow these principles more in the future? How can you base your life on doing the things in which you feel fully alive? Let’s explore some ideas for making this happen.</span></div><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify when you feel fully alive.</em></span><br /><br />“I split this into the personal and professional sides,” said one person. “On the personal side, I feel fully alive when encouraging our children, walking in Scotland, gardening, listing to certain music, painting and spending time with friends. On the professional side, it is when doing one-to-one coaching – rather than running workshops, working with high-tech companies and, strangely, travelling by train to assignments – rather than getting stuck on motorways. The coaching part provides an important pointer. I can run workshops, but feel more comfortable working with individuals. Sometimes I have five sessions a day and still have energy.”<br /><br />Try tackling the exercise on this theme. Looking at your personal and professional life, describe the times when you feel fully alive. Be as specific as possible and complete the following sentence.<br /><br /><em>The times when I feel fully alive are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can do more of the things in which you feel fully alive.</em></span><br /><br />Let’s start this part by exploring what you are doing right when you feel fully alive because this highlights principles to consider when shaping your future life. One person said:<br /><br />“My partner and I enjoy walking together in Scotland. Looking at this activity, the things we are doing right then are: a) Planning and spending quality time together – this takes discipline, but the alternative can be to drift along; b) Doing something we both enjoy – going on an adventure; c) Being in our element – feeling able to reflect yet also getting outside stimulation. We now go to Scotland four times a year – but we also try to follow these principles elsewhere in our lives.”<br /><br />Let’s return to your life and work. Looking at the activities you wrote in the previous section, how can you do more of these in the future? Then go deeper. Choose one of the activities in which you feel fully alive. What are you doing right then? How can you follow these principles more in the future? Bearing all these answers in mind – and being as specific as possible - complete the following sentence.<br /><br /><em>The specific things I can do to do more of<br />the things in which I feel fully alive are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can base your life on doing the things in which you feel fully alive.</em></span><br /><br />This may seem radical - perhaps unrealistic – but it can provide a good starting point. Let’s imagine your life is an empty white room. Start by putting your family and friends in the white room. Then move onto the personal and professional activities in which you feel fully alive. Put those into your white room. Focus on the professional activities. How can you make these the basis for your future work? One carpenter said:<br /><br />“Ten year ago I worked as a builder and carpenter, erecting ‘assembly-line’ houses. Then I was approached to build a house extension in French Oak. I set-up my own firm, managed the whole project and satisfied the customers. Their friends saw the ‘work in progress’ and asked me to do something similar in their house. Now I have a waiting list of customers. People say, ‘You have to wait a year for him – but he is worth it.’ I am doing carpentry work I love and it pays the bills. What more could you ask?”<br /><br />Different people will employ this approach in different ways. Looking at the fulfilling things in your professional life, for example, consider how you can expand some of these activities. The answers will not always appear straight away but, with some creativity, they may well emerge. You will then be able to keep developing the areas in which you feel fully alive. Try completing the following sentence.<br /><br /><em>The specific things I can do to base my life on<br />doing the things in which I feel fully alive are:<br /><br />*<br /><br />*<br /><br />*<br /></em></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-73921348981395375542007-12-10T21:45:00.000+00:002007-12-10T21:49:30.343+00:003 tips for following the peak performer's path<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiknAtKGI_Cngi3io8qg5TzS70-fCcCeGo9Lqafh0wzG3ojI_rbqYiBnmPcrviNepG1BqKlvvwVBPxGGEsJFbMiM2xLZzp2uMrdMFX4GKeCjdnTySlxhJJIRKFzhzZrLnIyEZTLsHIB2SfC/s1600-h/Gif+the+peak+performer%27s+path.gif"><img id="BLOGGER_PHOTO_ID_5142464528192476354" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiknAtKGI_Cngi3io8qg5TzS70-fCcCeGo9Lqafh0wzG3ojI_rbqYiBnmPcrviNepG1BqKlvvwVBPxGGEsJFbMiM2xLZzp2uMrdMFX4GKeCjdnTySlxhJJIRKFzhzZrLnIyEZTLsHIB2SfC/s320/Gif+the+peak+performer%27s+path.gif" border="0" /></a><br /><div><span style="font-family:verdana;"><br />How can you continue to do your best? One approach is to follow the peak performer’s path. Let’s explore how you can pursue these steps in your own way.</span><span style="font-family:verdana;"><br /><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can follow your passion and translate it into a clear purpose.</em></span><br /><br />What are your passions? Which of these could you translate into peak performance? How could you channel the passion into a specific ‘project’? You may want to write a book, design a garden, lead a team, invent a product, encourage other people or whatever. Clarify your goals – the real results you want to achieve. Ask yourself: “Will pursuing this project give me a sense of peace?” After settling on the goal, clarify the 3 key things you can do to give yourself the greatest chance of success. Then move onto the next stage.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can be professional, solve problems and achieve peak performance.</em></span><br /><br />Be super professional and establish good habits. Keep doing the right things in the right way every day. You are certain to hit problems, so develop strategies: a) To encourage yourself on the journey: b) To be calm during a crisis: c) To find creative solutions to challenges. Master the art of finishing. Do whatever you can to deliver peak performance and get a 10/10. Sometimes you will reach the goal by adding that ‘touch of class’. You can then go onto the final two stages.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can pass-on knowledge and perhaps find peace.</em></span><br /><br />Isaac Newton said: “If I have seen further than others, it is by standing upon the shoulders of giants.” How can you pass-on your knowledge to other people? Some do this by simply being good models. Others by producing articles, books, seminars, works of art or whatever. Try tackling the exercise called The peak performer’s path. First, describe a time in your life when you followed some - or all - of the steps along the path. Second, describe what you did right then. Third, describe how you can follow similar principles in the future.<br /><br /><em>The time when I followed some - or all - of the<br />steps along the peak performer’s path was when:<br /><br /><br />*<br /><br />*<br /><br />*<br /><br />The things I did right then were:<br /><br /><br />*<br /><br />*<br /><br />*<br /><br />The steps I can take to follow<br />similar principles in the future are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />People who feel they have done their best in life are more likely to enjoy a sense of fulfilment. Sometimes this takes the form of leaving a ‘legacy’. They may wish, for example, to provide a happy childhood for their children, create something beautiful or make a positive difference in the world. As the sages say: “Live, love, learn, labour and leave a legacy.” What do you want to be your legacy? Everybody makes their own choices on the way towards finding peace.<br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-25160572696302376912007-12-09T16:14:00.000+00:002007-12-09T16:29:21.474+00:003 tips for understanding the 'strengths' and 'shortcomings' approaches to growth<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjP3DijcAa6dfo2xiuS_SblEFrTjpyv2l1nUzYiw5n_cFXRP7Jm3QY5siRHHuPMiy37I68W50uRMAKEF0gDZ5q29AiG537pPlphdPJIMc_ZXYKD4MXmS6ofwqUzR3LGH-Kp8o_ur2k5CR1n/s1600-h/Gif+the+strengths+and+shortcomings+approaches+to+growth.gif"><img id="BLOGGER_PHOTO_ID_5142010567329158322" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjP3DijcAa6dfo2xiuS_SblEFrTjpyv2l1nUzYiw5n_cFXRP7Jm3QY5siRHHuPMiy37I68W50uRMAKEF0gDZ5q29AiG537pPlphdPJIMc_ZXYKD4MXmS6ofwqUzR3LGH-Kp8o_ur2k5CR1n/s320/Gif+the+strengths+and+shortcomings+approaches+to+growth.gif" border="0" /></a><br /><span style="font-family:verdana;">During your life you will encounter many different approaches to working with people. You will meet teachers, leaders, managers, coaches and others who believe in different ways to help people grow. They may all believe in encouraging people – but the way they express this will take different forms. They will probably come from one of two traditions. They will adopt the strengths approach, the shortcomings approach or a maybe combination of both. Let’s explore how you can spot a person’s philosophy for working with people.</span><br /><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can recognise the strengths approach.</em></span><br /><br />People who use this approach start by looking at your strengths. They focus on who you are - your assets - rather than who you are not. Building on your successful style, they encourage you to set specific goals. They then enable you to superb work, find solutions to challenges and achieve ongoing success. They say things like:<br />“This is where you can deliver ‘As’. Let’s focus on what you do best and enable you to do it brilliantly. If you are ever interested, we can also provide some practical tools for managing the consequences of your ‘Bs’ and ‘Cs’.”<br /><br />Looking back on my life, I have known many people who followed this model, such as my parents and several key mentors. These included Alec Dickson, the founder of VSO and CSV, Tony Manocchio, a family therapist, and George Lyward, who ran Finchden Manor, a remarkable community for troubled teenagers. They each created a ‘garden of encouragement’ - but they also drew the lines clearly if anybody over-stepped the mark. Everybody knew what behaviour was and was not acceptable. ‘Students’ who met these people emerged with at least ‘take aways’: a) They knew their own strengths; b) They knew, in some cases, how to make a living doing what they loved; c) They knew how to manage the consequences of their weaknesses.<br /><br />Looking back on your own life, who have been the people who used the strengths approach to helping you to grow? Perhaps it was your parents, a teacher at school, a sports coach, a particular leader, a manager or whoever. What effect did these people – and this approach – have on you? Try completing the following sentences.<br /><em><br />The people I have known in my life who<br />have used the strengths approach have been:<br /><br />*<br /><br />*<br /><br />*<br /><br />The effects this approach had on me were:<br /><br />*<br /><br />*<br /><br />*<br /><br /><span style="font-size:130%;color:#cc0000;">2) You can recognise the shortcomings approach.</span></em><br /><br />People who use this approach start by looking at your weaknesses. They focus on who you are not - your deficits – and what you lack. They then go deeper to analyse your shortcomings. They say things like:<br /><br />“This is where you deliver ‘Bs’ and ‘Cs’. Let’s analyse these in depth and explore why you fail. We will also consider all the barriers that prevent you performing. Then, when everything is sorted out, we can move onto where you may deliver ‘As’.”<br /><br />Such an approach is adopted by certain kinds of managers, teachers, coaches and therapists. It is also used by some of the ‘newer’ psychology movements. They claim to build on people’s potential – but quickly move into getting people to identify their internal barriers to growth. The new psychology claims it can remove these barriers – at a price. Older style organisations also adopt this approach. Performance development plans can encourage people to build on their As – whilst also learning tools for managing the consequences of their Bs and Cs. Some ‘development plans’ ignore people’s talents, however, whilst spending masses of time analysing their weaknesses. Certainly it is important to minimise the impact of your shortcomings, but not at the expense of ignoring your strengths.<br /><br />Looking back on your own life, who have been the people who used the shortcomings approach? What effects did this have on you? Try completing the following sentences.<br /><br /><em>The people I have known in my life who have<br />used the shortcomings approach have been:<br /><br />*<br /><br />*<br /><br />*<br /><br />The effects this approach had on me were:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can clarify which approach you want to follow in the future.<br /></em></span><br />“Certainly I wanted to pursue the strengths approach – but the key was making it real in my work,” said one manager. “So I asked my 8 team members to highlight: a) Their strengths – and how they could use these more to help the business; b) Their shortcomings – and what they planned to do to manage the consequences of these weaknesses. We also devoted 70% of the personal development sessions to developing their talents.<br /><br />“The effects were interesting. Two people were promoted and four re-crafted their roles to focus on what they did best. Two people left the team but, in a way, that was good. They had spent years trying to adapt to roles where they would only ever achieve a 7/10. Both moved onto positions that they found were a better fit. Fortunately we recruited several hungry people and have gained a reputation as an incubator of talent. This brings its own challenges, but I prefer it to the old method of working with people.”<br /><br />Looking to the future, which approach would you like to follow? How could you adapt this in your own way? Can you think of a specific situation where you can translate it into practice? What do you hope would be the effects? Try completing the following sentences.<br /><br /><em>The approach I want to follow the future is:<br /><br />*<br />The specific things I can do to<br />translate this into practice are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The effects I hope this will have on people are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />There are many models for that are dedicated to helping people to succeed. Suffice to say, there is no ‘perfect model’ – each has pluses and minuses. The keys are: a) To be true to yourself and find an approach you believe-in; b) To be clear with people and explain the model you will be using; c) To be super-professional and enable people to achieve ongoing success.<br /><br /></span></div><br /><div></div><br /><div></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com1tag:blogger.com,1999:blog-965365653507365715.post-29453127783979799022007-12-06T18:11:00.000+00:002007-12-06T18:16:09.551+00:003 tips for 'welcoming' crises<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh79nHfQV8w1AYeXctAy_ogp30heeLgceieP6UxvGSJ-ifZiQzd2kaaNfp6o6kQPaj-fXM3qiRT7rbiH5UYaZyf7yzzYM5YMLxhSoTLXvE7CIKJr9lNCVRx2LtZiZyv2htg5UknZRkkoDiP/s1600-h/Gif+welcoming+crises.gif"><img id="BLOGGER_PHOTO_ID_5140925083064571042" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh79nHfQV8w1AYeXctAy_ogp30heeLgceieP6UxvGSJ-ifZiQzd2kaaNfp6o6kQPaj-fXM3qiRT7rbiH5UYaZyf7yzzYM5YMLxhSoTLXvE7CIKJr9lNCVRx2LtZiZyv2htg5UknZRkkoDiP/s320/Gif+welcoming+crises.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">Stefan Edberg, the former Wimbledon tennis champion, explained that peak performers have an interesting approach to crises. Speaking about encountering difficulties in a match, he said: “I welcome crises - providing there aren’t too many. Why? My opponent will also have crises during a match. Tennis matches often hinge on what happens during such special moments. The way we each react to problems can therefore decide the match. I am good at overcoming crises, so that gives me an advantage. Beating a crisis early shows my opponent that I have inner strength, which gives me momentum. Then we need to see how he reacts when meeting problems. That is why I welcome crises.”<br /><br />Let’s explore how you can take the following steps towards managing critical events.</span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can anticipate & rehearse the crisis.</em></span><br /><br />Looking ahead to the next few months, do three things. First, brainstorm the potential crises you could encounter - then focus on one of these possibilities. Second, describe how you might prevent the difficulty happening. Third, describe how - if it does happen - you can overcome the crisis. Consider all the possible knock-on eventualities, then settle-on a clear action plan. Try completing the following exercise.<br /><br /><em>The potential crisis I could face in the future is:<br /><br />*<br /><br />The things I can do to prevent this crisis happening are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The things I can do to manage the crisis if it does happen are:<br /><br />*<br /><br />*<br /><br />*<br /><br /></em>Rehearse everything until you are completely happy - perhaps even looking forward to such a crisis - then move onto the next step.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can ‘welcome’ & manage the crisis.</em></span><br /><br />You will follow your own plan for tackling the problem. But it can also be good to learn from how peak performers behave in critical situations. They focus on the 3 C’s – calmness, clarity and concrete results - to solve crises. Calmness: they start by being very calm and, if appropriate, buying time to get an overview of the situation. Clarity: they focus on the real results to achieve. Concrete results: they brainstorm: a) the possible ‘conventional’ solutions - tried and trusted ways that have worked before; b) the possible ‘creative’ solutions. Choosing their way forward, they then keep working hard, get concrete results and solve the crisis. Bearing these ideas in mind, try completing the following exercise.<br /><br /><em>The specific things I can do to perform<br />superbly during the midst of the crisis are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can gain strength & develop from the crisis.<br /></em></span><br />Athletes who win Gold Medals have often gone through personal crises. One memorable example was Sebastian Coe. The official Olympic site records what happened:<br />“Sebastian Coe arrived at the 1980 Moscow Olympics as the world record holder and favourite at 800m. However he ran what he called ‘the worst race of my life’ and finished second behind compatriot Steve Ovett. Six days later, a determined Coe redeemed himself in the 1,500m. During the final curve, he drove past Jürgen Straub and won the gold medal by four metres.”<br /><br />Can you remember a time when you drew strength and wisdom from a critical event? People show their true character in adversity - often drawing on lessons they have learned from setbacks. Try completing the following exercise.<br /><br /><em>The specific lessons that I have learned from crises in the past are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><em>The specific things I can do to apply these lessons in the future are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />Crises can be the making of a person. Peak performers use these to show their ability to overcome adversity. This is a crucial step on the road to delivering success.<br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-12633611665477585072007-12-05T20:31:00.000+00:002007-12-05T20:37:06.099+00:003 tips for working with people who are making the new rules for work<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoS5PO_ntBGhjoz5hpXimAUFYG0SlZokrPO7cn-qCIC1XH9I9AxSj5xd65-iYBJynfIuZDlN8WA__lYYAqkS2xjSwqv-Bb9X2Tmt1Qc0MQIDj4ocAAtKNguGkLwF3WGnfGIgoiYnIcDHEO/s1600-h/Gif+working+with+people+who+are+making+the+new+rules.gif"><img id="BLOGGER_PHOTO_ID_5140590251709142162" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoS5PO_ntBGhjoz5hpXimAUFYG0SlZokrPO7cn-qCIC1XH9I9AxSj5xd65-iYBJynfIuZDlN8WA__lYYAqkS2xjSwqv-Bb9X2Tmt1Qc0MQIDj4ocAAtKNguGkLwF3WGnfGIgoiYnIcDHEO/s320/Gif+working+with+people+who+are+making+the+new+rules.gif" border="0" /></a><br /><div></div><br /><div><span style="font-family:verdana;">“I like working with people who are making the ‘new rules’ in their chosen field,” said one person. “Certainly I can help those who are trying to be creative inside the ‘old rules’, but sometimes institutions can squash people’s enthusiasm. It’s great encouraging individuals and teams who are pioneering the way.”<br /><br />Let’s imagine you want to work with people who are making the new rules. Here are three steps you can take towards helping them to succeed. </span><br /></div><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can identify the people who are making the ‘new rules’.</em></span><br /><br />Start by identifying the people who are either pioneers or working in pioneering fields. The first group will probably be people who believe in following certain principles to achieve the ‘prize’. They won’t be into ‘painting by numbers’. At the same time, however, they know it is vital for them to produce the goods. This will be especially so if they are aiming to do pioneering work in an established organisation. They recognise that: “If you are going to be a deviant, you have to over-deliver.” The second group will probably be in the ‘newer industries’. These may include new media, social networking organisations, marketing, high tech and even parts of retail. Both groups of people believe it is vital to ‘show a better way’.<br /><br />Looking around your network – and elsewhere – who are the people who fall into these two categories? Try completing the following sentence.<br /><br /><em>The people who are making the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify what you can offer to the people who are making the ‘new rules’.</em></span><br /><br />You can tackle this part by doing three things. First, clarify the specific products or services that you can offer to the people who are making the new rules. Second, clarify the specific challenges that these people may be facing. Third, clarify how what you can offer can help these people to succeed. “I found this part difficult,” said one person. “It called for getting inside the customers’ heads and clarifying the benefits of what I offer. Certainly I should be doing this anyway, but it was a good discipline.” Try completing the following sentences.<br /><br /><em>The specific things – the products or services – I can<br />offer to people who are making the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The specific challenges facing the people<br />who are making the new rules may be:<br /><br />*<br /><br />*<br /><br />*<br /><br />The specific benefits these people<br />can get from the things I offer are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can work with these people and help them to succeed by making the new rules.</em></span><br /><br />“Five years ago I started this recruitment business which specialises in working with new media companies,” said one 35-year-old MD. “Now I have 30 employees, a turnover of £10 million and a profit of £500k. We built this company by offering something new in our field. Certainly we could make shed-loads of money by operating like a ‘traditional’ recruitment agency. But we really aim to put the right people in the right places in the right companies. This calls for making sure there is a ‘values-fit’. Once I spent my time getting out to customers, building relationships and satisfying their demands. But now I spend my time supervising our people and fire-fighting. My senior colleagues and I need to get into the market and stay close to our customers, but it is proving difficult to do that and run the business. Have you any suggestions?”<br /><br />How would you work with this MD? The person who did so helped the MD and their leadership team:<br /><br />* To communicate the vision throughout the business;<br /><br />* To hire an operations director – a ‘co-ordinator’ – who took care of the day-to-day operations;<br /><br />* To get the senior partners to do what they did best – building relationships with key decision-makers in client companies;<br /><br />* To practice what they preached to other companies – clarifying their own company values, then recruiting and rewarding people who lived these values.<br /><br />* To stay strategic – continually asking themselves: “What are the 3 key things we can do to give ourselves the greatest chance of success?”<br /><br />Putting these principles into practice, the company increased its profit to 10% of turnover. It also improved its ratings on customer satisfaction and internal morale. (The latter called for starting again with a blank piece of paper and asking: “If we were to start this business again tomorrow, which of our people would we rehire?” Then acting on this information.) The company went from strength to strength.<br /><br />Let’s return to your potential clients. How can you help them to succeed by following the new rules? Try completing the following sentence.<br /><br /><em>The specific things I can do to work with these people<br />and help them to succeed by following the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />Everybody knows the rules of work have changed, but many organisations still operate as if they are in the 1970s. Certainly it is possible to help people to get more oxygen in these organisations. But you may prefer to work with those that are making the new rules for work.</span> </div><br /><div></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-53078106660183375072007-12-04T19:33:00.000+00:002007-12-04T19:39:24.982+00:003 tips for getting positive energy<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgebB6Hm9ZcbWrEAyGEiYzokEWxMhtczlrmpLlsjOfJMp3QwSO4oeK1yUEKmJxBYeRWQebigPKBCOM4fJ01sAWyB73zz_SI3MuNE5R62hYHDG9mA-KisAzvDFJp3nYQJTsWlshjp9w83gfG/s1600-h/Gif+positive+energy.gif"><img id="BLOGGER_PHOTO_ID_5140203863566292098" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgebB6Hm9ZcbWrEAyGEiYzokEWxMhtczlrmpLlsjOfJMp3QwSO4oeK1yUEKmJxBYeRWQebigPKBCOM4fJ01sAWyB73zz_SI3MuNE5R62hYHDG9mA-KisAzvDFJp3nYQJTsWlshjp9w83gfG/s320/Gif+positive+energy.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">Energy is life. So what gives you positive energy? What gives you negative energy? How can you get more positive energy in the future? You may then be able to give even more to other people. Let’s explore three steps for making this happen.</span><span style="font-family:verdana;"><br /><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify the things that give you positive energy.</em></span><br /><br />Start by describing the things you find stimulating. For example, the people, projects and pleasures that put a spring into your step. Later we will look at how you can do more of these things in the future.<br /><br />People who are ‘Givers’ sometimes find it hard to give to themselves. Sheila Cassidy is such a ‘Giver’. During the 1970s she was imprisoned in Chile for providing medical care to opponents of the Pinochet regime. Returning to the UK after being tortured, she went on to become Medical Director of St Luke’s Hospice in Plymouth. Sheila gave to others, but starved herself of pleasures. Hard work took its toll, however, and she began taking more care of herself. Writing in her book Sharing The Darkness, Sheila explains:<br /><br />“Perhaps the final fall from my self-styled perch of grace came at the beginning of the winter season when <em>Brideshead Revisited</em> was serialised for television. Until then I had stalwartly refused to have more than a transistor radio and tape recorder, but now I could bear it no longer and rushed into town to buy myself a TV.”<br /><br />Sheila found that, far from corrupting her contribution, she gave even more to other people. Try completing the follow exercise.<br /><br /><em>The things that give me positive energy are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify the things that give you negative energy.</em></span><br /><br />Stimulation is crucial - but sometimes it can also be good to identify what saps your energy. Describe things you find draining, such as serial complainers, ‘observer critics’ or whatever. Try completing the following exercise.<br /><br /><em>The things that give me negative energy are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can do more of the things that give you positive energy.</em></span><br /><br />“Nowadays I spend more time with encouragers,” said one person. “They help me to feel more real, more myself. Music also lifts my soul. So now I start the day with upbeat music, rather than listening to bad news on the radio. During my twenties I became so depressed that I made Eeyore look cheerful. Certainly I keep abreast of current events, but now I focus on doing what I can to improve the world.”<br /><br />Looking to the future, you may want to consider two things. First, do more of the things that are inspiring. Second, stop doing some of the things that are draining. Try combining these elements to complete the following exercise.<br /><br /><em>The steps I can take to do more of the<br />things that give me positive energy are:<br /><br /><br />*<br /><br />*<br /><br />*</em><br /><br />People can choose their attitude. They can choose to be givers or takers, creators or complainers, encouragers or stoppers. Givers also need encouragement, however, so it is important to keep getting positive energy. You will then have even more encouragement to give to other people.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com1tag:blogger.com,1999:blog-965365653507365715.post-44113406138609038702007-12-03T20:25:00.000+00:002007-12-04T19:38:51.544+00:003 tips for recognising were you go 'a, b ___ then leap to ___ z'<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2ARd5uQnPNCpUyNw3YnMT9tgjORTKokjFetvJnz34fnUEzLd7NaO_VJsg1ZVZgVSpH_pntGtonUe6106mIkxpldFyVKa-Q-WvNU7vKSxyF5Pn5TGO1xfAH1JaW1Gvwe-BQg8WrhKDRP-5/s1600-r/Gif+put+yourself+into+situations+where+you+go+a,b+___+z.gif"><img id="BLOGGER_PHOTO_ID_5139847823662355570" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjG5htLgKEJOFiY9H2CgtNGxblSu9rqQe7pcks2bbUGQNunDMOJ06PLQu1533LOVlj0czUfj3TNjJyYrKQ4JCcgv8Nc7diXD92tlzIBV3E3P_F31mHrRxItht67lO04qhUMXXjHsXRgBmY/s320/Gif+put+yourself+into+situations+where+you+go+a,b+___+z.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"></span></div><div><span style="font-family:verdana;">Peak performers see the destination quickly. The architect walks onto a site and visualises the finished house. The footballer sees the defence-splitting pass that will create a goal. The counsellor greets the troubled child and knows how they want the child to be feeling after their conversation. When entering the situation in which they excel, peak performers quickly see the picture of perfection. They go ‘a, b ___ then leap to ___ z’. Let’s explore where you have this ability.<br /></span></div><div><br /><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify where you quickly go ‘a, b ___ z’.</em></span><br /><br />Everybody has a place where they think strategically and quickly see the solution. The MD of a High Street chain explained: “I love retail. Put me in any shop anywhere in the world and I show how it can make better profits. My wife thinks I am crazy, because on Sundays I want to take her shopping. Every Saturday morning I went shopping with my mother. I remember gazing at the fishmonger’s shop and, in my mind’s-eye, imagining how it could be rearranged. Now I do that for a living.” Where does this happen for you? Depending on your natural talent, you may quickly see the destination when fixing a car engine, solving a financial problem, designing a workshop or whatever. Try tackling the exercise on this theme and complete the following sentence.<br /></span><em><br /><span style="font-family:verdana;">The specific situation in which I go </span></em></div><br /><div><span style="font-family:verdana;"><em>‘a, b ___ and then leap to ___ z’ is:<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify what you do right to actually deliver ‘z’.</em></span><br /><br />Peak performers are often intuitive. Asked to explain their technique, they reply: “I just do it.” A gifted sales-person, for example, may start by imagining what they want the customer to be saying, thinking and feeling when leaving the shop. For instance: “The sales-person really listened to me. They found out what I wanted and offered several options. Nothing was too much trouble. I got what I wanted and will recommend the shop to friends.” The sales-person will approach the customer, quickly try several different strategies and see what works. They will then do whatever is required to ensure the customer is satisfied when they leave the shop. Every achiever has their individual approach to delivering ‘z’. Going beyond the “I just do it,” explanation, however, many go through the following phases.<br /><br />a) Preparation.<br /><br />Because they are fascinated by the subject, they rehearse many potential scenarios. They have what Arie De Geus called ‘a memory of the future’. When preparing for a particular assignment, they ‘practice until they can forget’. Before entering the ‘arena’, they relax, re-centre and refocus.<br /><br />b) Professionalism.<br /><br />Going into the situation, they feel alive and alert. Using their ‘antennae’, they scan what is happening and look for patterns. Seeing the desired goal, they clarify their strategy. Putting their plan into action, they keep doing the right things in the right way until they reach their goal.<br /><br />c) Peak performance.<br /><br />“Sometimes I win games by producing 8/10,” said one tennis player. “Other times I must play to my full potential and produce 10/10.” Achievers sometimes also add that ‘touch of class’ and do something special to deliver the goods. How do you reach the goal? Try completing the following sentence.<br /><br /></span><span style="font-family:verdana;"><em>The specific things I do to actually deliver ‘z’ are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can put yourself into more situations where you quickly see ‘z’.</em></span><br /><br />Wayne Gretzky, the greatest ice-hockey goal scorer in North American history, was once asked: “What is the secret behind why you score so many goals?” His reply was: “A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be.” Gretzky aimed: ‘to skate to the part of the rink where the puck will appear.’ Geniuses have this sixth sense: they know what is going to happen before it happens. Keep putting yourself into situations where this happens for you, because this is where you have natural genius. Try completing the following sentence.<br /><br /></span><span style="font-family:verdana;"><em>The things I can do to put myself into<br />more situations where I quickly see ‘z’ are<br /><br />*<br /><br />*<br /><br />*</em><br /></span><span style="font-family:verdana;"><br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-49972010363254148032007-12-02T16:08:00.000+00:002007-12-04T19:39:48.658+00:003 tips for finding 'win-win' solutions<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSMmVC0Jdc7RK4toDMoDh4rqmDPn52fTL7FN6dEXatzGmywwbV-N9csiFl5h2_UYo0WVai_k5FHKIy3sbGjL_tnv-bQC4sC3x9IEO0iWvW9hxll-aI9xsswkrfHfYoN4wtH4mOEryE9dVu/s1600-r/Gif+finding+%27win-win%27+solutions.gif"><img id="BLOGGER_PHOTO_ID_5139409569494439010" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgos0U3d7agqfRMNRYqsmt0hGjEKgj5h8CpRduu1PkAvugKZFfT_JEA0l0Ekw6W5vEqn1IGJFUJrHBR4UVUcvvoKW7WmjW__S7XfKOcJebg8wvyJwnSq9Es-QoaMwlqNUVlZN4rxHacklGw/s320/Gif+finding+%27win-win%27+solutions.gif" border="0" /></a><br /><div align="left"><br /><span style="font-family:verdana;">Imagine you have been asked to find positive solutions to difficulties between people. You may have been invited to solve deep-seated conflicts, ongoing arguments or fundamental differences. Such situations are often the result of long-term patterns, so there is not a quick fix. The best route is to go for a ‘win-win’ solution, but this takes creativity and patience. ‘Win-lose’ creates ongoing problems; whilst ‘lose-lose’ spells trouble for everybody.</span></div><br /><div align="left"><span style="font-family:verdana;">Looks simple on paper – but we know it is extremely difficult in practice. Let’s explore three steps towards making it happen.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can make sure the conditions are in place for finding a ‘win-win’ solution.</em></span><br /><br />Two conditions must be in place before it is possible to solve deep differences.<br /><br /><em>a) People must want to solve the conflict.<br /><br />b) People must be prepared to work hard to - as far as possible - find ‘win-wins’.</em><br /><br />Timing is everything. Many conflicts only get solved when the parties are exhausted. For example, couples feel wary from fighting a divorce, terrorists became too old or tired to fight, employers and strikers are exhausted after an industrial dispute. People get fed-up with the negative energy. They are then more willing to sit down and find positive solutions. Before getting involved in any conflict resolution, it is important to ask the following questions:<br /><br />* Are people ready to work together? Do they really want to solve the problem? (Remember, some people are addicted to conflict.)<br /><br />* Are they prepared to co-operate to find - as far as possible - a ‘win-win’ solution? How high is their motivation to do this on a scale 0 - 10? (7+ is necessary to produce success.)<br /><br />* Are people ready to focus on how things can be better in the future, rather than simply argue about the past?<br /><br />Providing people want to solve the problem, it is then possible to move onto the next step.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify what each party wants and build on common ground – before then going onto the differences. </em></span><br /><br />Start by clarifying what each person or party wants. Focus on what people have in common - rather than the differences. Some may try to draw you into arguing about the differences, but return to the similarities. You will have lots of time later to explore the differences. Mediators, for example, create a safe environment in which people feel at ease. They listen to what each person perceives as the challenge. They then aim to build a common agenda. Doing this calls for following certain rules.<br /><br />a) To show respect and recognise the authenticity of each person’s feelings. Everybody must feel that they have been heard.<br /><br />b) To encourage people to look to the future, rather than fight about the past.<br /><br />c) To get people to be super specific about the desired outcome. Ask people: “What are the real results you want to achieve?”<br /><br />d) To encourage the parties to put the challenge in positive terms. For example: “How can the two departments work together to achieve success?” Rather than: “How can they stop fighting?”<br /><br />e) To build on the common ground, get some quick success and begin to build confidence.<br /><br />You can use the following framework to map out what people want, what they have in common and the potential differences.<br /><em><br />Party ‘A’ wants:<br /><br />*<br /><br />*<br /><br />*<br /><br />Party ‘B’ wants:<br /><br />*<br /><br />*<br /><br />*<br /><br />The common ground. The common goals – the<br />real results - that everybody wants to achieve are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The differences. The potential<br />different things that people want are:<br /><br /><br />*<br /><br />*<br /><br />*<br /><br />The things we can do to build on the common<br />ground and get some quick successes are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />Build on what people have in common. Get some early successes, create confidence and build trust. Then go onto the next step.<br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can then keep working until you find – as far as possible – ‘win-win’ solutions.</em></span><br /><br />You can now move onto the differences. Start by establishing clarity. Looking at each difference in turn, clarify what each person/party wants. Then use the 5 C model for creative problem-solving. Focus on the challenges, choices, consequences, creative solutions and conclusions. (You can find an adaptation of this in the piece called 3 tips for facilitating a mentoring session.) Stay calm and invite people to use their creativity. When it comes to the sticking points, keep asking:<br /><br /><span style="font-size:130%;color:#990000;"><em>How can we find a ‘win-win’ solution?<br /></em></span><br />Be patient. People are incredibly creative - so keep asking this question until they solve the problem. (If appropriate, you can share possible ideas, but it is vital to show that you respect each person’s agenda.) If tempers rise, take a break and have a cooling-off period. Return to the beginning and establish if people still want to solve the problem. If so, resume the exploration. Keep going until they find, as far as possible, a ‘win-win’ solution. Again, build on the good work by getting an early success. Encourage people: a) To set clear goals; b) To make clear contracts about each person’s contribution; c) To get a concrete result. Success breeds success and mutual confidence. People can then move onto the next topic where they want to find a ‘win-win’ solution.<br /><br />Let return to the situation where you may have be asked to help with a difficult situation. Focus on one specific difference and try completing the following sentences.<br /><br /><em>The specific topic where people have differences is:<br /><br /><br />*<br /><br />The specific things that party ‘A’ wants are:<br /><br />*<br /><br />The specific things that party ‘B’ wants are:<br /><br />*<br /><br />The potential options that could be –<br />as far as possible – a ‘win-win’ solution are:<br /><br />*<br /><br />*<br /><br />*<br /><br /></em>Sounds easy in theory - but it is obviously much harder in daily life. So how do painful problems get solved? There are several answers. Some don’t - people go on fighting. Some do because people lose interest - they get tired, accept the differences or move-on with their lives. Some do because people work hard at solving the problem.<br /><br />You can focus on situations that fall into the latter category. Equipping people to find ‘win-win’ solutions can provide them with a gift for life.</span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-61393646503512329892007-11-29T23:17:00.000+00:002007-12-04T19:40:39.533+00:003 tips for getting the right people implementing the right strategy in the right way<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZaXA5vErZ75uTZErp3jMrjq0TCLSAfq1FLCLRegSrqLpoFDoZPOqKjIQQke_J_a3mh4l02acz52jTw0QE2QRuHGk3aVTVB7r2c_61Rs8-GAtJfdJNaVLJrw6oA-26q-TYVNOZ7XmGrTsv/s1600-h/Gif+right+people,+right+strategy,+right+way.gif"><img id="BLOGGER_PHOTO_ID_5138406239270895378" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhZaXA5vErZ75uTZErp3jMrjq0TCLSAfq1FLCLRegSrqLpoFDoZPOqKjIQQke_J_a3mh4l02acz52jTw0QE2QRuHGk3aVTVB7r2c_61Rs8-GAtJfdJNaVLJrw6oA-26q-TYVNOZ7XmGrTsv/s320/Gif+right+people,+right+strategy,+right+way.gif" border="0" /></a><br /><div><br /><span style="font-family:verdana;">Super teams have a core leadership team that set the overall direction. They clarify ‘What’ they want the team to achieve, ‘Why’ they want to achieve it and ‘How’ they will reach the goals. They then get the right people implementing the right strategy in the right way. Let’s explore these three themes. </span></div><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can get the right people.<br /></em></span><br />Imagine you are a leader. Looking at your team, to what extent do you believe you have got the right people? Rate this on a scale 0 – 10. Imagine you were starting again with a blank piece of paper. Which people would you re-hire? What would you hire each of them to deliver? People make the difference. They must all have the right attitude, ability and application to do good work. “But it is so difficult to get right people,” somebody may say. Maybe, but just try the alternative: it is even more difficult working with the wrong people. Try completing the following sentence.<br /><br /><em>The specific things we can do to make sure<br />we get the right people in the team are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;"><span style="color:#cc0000;"><em>2) You can implement the right strategy.</em></span><br /></span><br />Good leaders keep people’s eyes on the goal and strategy. They make sure everybody knows the overall game plan by saying something like:<br /><br />“Here are the key strategies we will follow to reach the goal. Several points are crucial. First, make sure that whatever you do follows these principles. Second, you will be given freedom within these parameters to deliver results. Third, make clear contracts with your manager and colleagues. People must know each person’s contribution to achieving the goals. Finally, whenever there are conflicts, try to find ‘win-win’ solutions. When in doubt, go for the solution that is best for the whole team. Keep following the key strategies to reach the goals.”<br /><br />Looking at your team, to what extent do you believe they are implementing the correct strategy? Rate this on a scale 0 – 10. Then complete the following sentence.<br /><br /><em>The specific things we can do to make sure<br />we are implementing the right strategy are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can ensure that people implement the strategy in the right way.</em></span><br /><br />Super teams deliver. How can you make this happen? First, make sure that people have the practical and emotional support they need to do the job. Second, hold monthly update sessions where they present: a) The things we have done in the last month towards achieving the goals; b) The things we plan to do in the next month. Third, make the tough decisions required to ensure that people keep on track. Looking at your team, to what extent do you believe they are implementing the strategy in the right way? Rate this on a scale 0 – 10. Then complete the following sentence.<br /><br /><em>The specific things we can do to make sure we<br />implement the strategy in the right way are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />Super teams do the right things in the right way every day. Building on these good habits, their people then do everything possible to deliver great results.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-59122560469624745922007-11-27T13:26:00.000+00:002007-11-27T13:31:10.840+00:003 tips for working with people with whom there are different kinds of 'clicks'<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnyUckyqwGVdnssCJU48HghAXUpKC9lB9GoYnKNBtqwFRHQK7MGozN6mTO_08tsse9YI0W9_zPBbm5B6djjpwRrhYEq2JOaFCBoXvc1AasVLexHWnvBXss-ku2CEUEAU91Tz2jAHmLKgT9/s1600-h/Gif+Working+with+people+with+whom+you+have+different+kinds+of+clicks.gif"><img id="BLOGGER_PHOTO_ID_5137511765086863106" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnyUckyqwGVdnssCJU48HghAXUpKC9lB9GoYnKNBtqwFRHQK7MGozN6mTO_08tsse9YI0W9_zPBbm5B6djjpwRrhYEq2JOaFCBoXvc1AasVLexHWnvBXss-ku2CEUEAU91Tz2jAHmLKgT9/s320/Gif+Working+with+people+with+whom+you+have+different+kinds+of+clicks.gif" border="0" /></a><br /><div><br /><span style="font-family:verdana;">During your career you will work with both colleagues and customers with whom you have different kinds of ‘clicks’. With some people there is both a personal and professional ‘click’, with some there is a professional ‘click’, with some there is no ‘click’ at all. Let’s explore these three themes.</span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) There is both a personal and professional ‘click’.</em></span><br /><br />You share similar values and have a similar view of the world. Connection is easy, because you start from common assumptions. You therefore begin at 7/10 - which provides a springboard for getting to 10/10. Let’s consider how you can build with such people, beginning with colleagues. Who are the colleagues with whom you share similar values? How can you help them to succeed? How can you co-operate to achieve success?<br /><br />“During the past 15 years I have co-operated on several projects with two colleagues I met when working at my first company,” said one person. “Since then we have set-up and sold two online companies. We know each other - warts and all. We also know how to work with each other’s strengths and weaknesses. People describe me as a ‘serial entrepreneur’. Wherever I go, however, I will always take these two people.”<br /><br />Let’s move onto your customers. Who are the customers with whom you get on well? What are their personality characteristics? How can you do more work with these customers? How can you help them to succeed? Of course, they may recommend you to similar kinds of customers, but that should not be forced. Providing you do good work, it may well happen naturally. Looking at both colleagues and customers, try completing the following sentences.<br /><br /><em>The people with whom I have both<br />a personal & professional click are:<br /><br />*<br /><br />The specific things I can do to<br />build with these people are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>2) There is a professional ‘click’.</em></span><br /><br />You may find this happens when you co-operating with somebody in your professional life. Whilst having differing personalities, you both strongly believe in achieving the goal. Many famous comic partnerships in show business, for example, comprised of people who seldom saw each other socially. Once on stage, however, they produced fine performances. Similarly, you may have customers with whom there is little social talk or banter. It is quickly down to the matter in hand.<br /><br />You will probably take several steps to manage such relationships. a) You will prepare properly. Looking ahead to any interaction, you will ask yourself: “What will be the person’s goals? What will they want to achieve in the short, medium and long term? How can I help them to succeed?” b) You will be professional. For example, when starting a meeting you will double-check what they want to achieve in the session. You will also make crystal clear contracts about what must be delivered by when. c) You will keep your promises, reassure the person and deliver the agreed results. Try completing the following sentences.<br /><br /><em>The people with whom I<br />have a professional click are:<br /><br />*<br /><br />The specific things I can do to perform<br />good work with these people are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) There is no ‘click’.</em></span><br /><br />Sometimes you find yourself in work situations where there is absolutely no connection between you and the other person. It is best to avoid such problems, but circumstances may mean it is necessary to work together to achieve a specific goal. You may feel on guard and unable to relax. How to deal with such difficulties? You will aim to be absolutely super-professional. It will be hard work: because you must rehearse every situation, be fully alert and always make crystal clear contracts. Similarly, you may prepare yourself for getting no positive feedback, possibly getting criticised even when you deliver the goods. Try completing the following sentences.<br /><em><br />The professional situations where I may be<br />with people with whom there is no click are:<br /><br />*</em><br /><br /><em>The specific things I can do to be super<br />professional in these situations are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br />We frequently do our best work with kindred spirits - but that is not always possible. It is therefore useful to clarify your strategies for working with different types of people. You are then more able to do good work in different situations.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-7743621529714603952007-11-26T17:20:00.000+00:002007-11-26T17:30:51.358+00:003 tips for moving between roles successfully<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimFVE7-dYP6__Zl3Vm8pKnuJSKyKRPVEE4Cjq_cSLaOr-tCC8Dt_5EGx3vbx_RwJUWJZBmVPJ4Uo9KtIpcxNPpUEy-oaRw4AEgp6GNFuYCpjJAKzxPAyn9v3ws0xvLjK85lFCvZW0o2-z1/s1600-h/Gif+moving+between+roles+successfully.gif"><img id="BLOGGER_PHOTO_ID_5137202720715079410" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEimFVE7-dYP6__Zl3Vm8pKnuJSKyKRPVEE4Cjq_cSLaOr-tCC8Dt_5EGx3vbx_RwJUWJZBmVPJ4Uo9KtIpcxNPpUEy-oaRw4AEgp6GNFuYCpjJAKzxPAyn9v3ws0xvLjK85lFCvZW0o2-z1/s320/Gif+moving+between+roles+successfully.gif" border="0" /></a> <span style="font-family:verdana;"><br />Imagine you are finishing one role and moving-on to another. The new role can be inside or outside your present organisation. One ending leads to a new beginning. So how can you manage the transition successfully? Let’s consider three steps for making this happen.</span><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can move-on from the present role successfully.</em></span><br /><br />Finishing is a key skill in life – so how can you move-on in a positive way? One approach is to say: “Let’s imagine I was going freelance – but I also wanted to be able to return and get work from my present organisation. How would I behave? How would I complete the outstanding jobs? How would I hand-over the ongoing projects? What would be the actual words I would like people saying about me after I left? What reputation would I like to leave? How can I leave my present role in a positive way?” Bearing these answers in mind, try completing the following sentence.<br /><br /><em>The specific things I can do to move on<br />from my present role successfully are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can manage the transition successfully.</em></span><br /><br />Perhaps you are planning to take some time-out. If so, do whatever is necessary to get yourself in shape - whether it is to take a holiday, move house or whatever. You will then move into the next stage – preparing properly before taking up your new role. Rightly or wrongly, people will make early judgements about your performance. So it will be important to hit the ground running. Let’s assume that you have made clear contracts with the key sponsors about ‘What’ must be delivered, ‘How’ and by ‘When’. You have a clear brief and mandate – plus the support required to do the job. Before starting the new role, ask yourself the following questions.<br /><br />* Who are the key sponsors? What are the key challenges they face? What is their picture of success? What are the results I must deliver? How can I help the organisation to achieve success?<br /><br />* What are the Dos and Don’ts in the culture? How can I be true to myself, yet also respect the culture? Who are the positive people in the organisation? How can I spend time working with them? Who may be the difficult people? How can I get alongside them and help them to succeed? How can I show respect to my new colleagues?<br /><br />* How can I hit the ground running? What must I do before the first day? What can I do on the first day? Who will I meet? Who do I want to meet? How can I reassure people they have made the right decision to hire me? How can I deliver some early wins? How can I then sustain the momentum over the next weeks and months? What do I want people to be saying about me – and my contribution – after six months? How can I do my best to make this happen?<br /><br />Rehearse everything. Picture arriving on the first day; meeting your colleagues; meeting your sponsors; attending the first business meetings; talking with customers; leaving at the end of the first day and so on. Practice everything so there will be no surprises. Or, at least, there will be fewer surprises. Try completing the following sentence.<br /><br /><em>The specific things I can do to manage<br />the transition successfully are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can move into the new role successfully.</em></span><br /><br />“During the old days new leaders were given at least 100 days to acquaint themselves with the job,” said one MD. “Nowadays it is different. People make judgements almost immediately. So leaders must set the tone much earlier - otherwise employees say: “Nothing has changed.”<br /><br />The same rule applies in any role. People will make quick decisions about whether you can perform the job. So do whatever you can to be positive, professional and deliver peak performances. Starting well is essential – and so is maintaining the momentum. Be crystal-clear on your aims and make a road-map for the first six months. Get some early successes in the bank, because these will buy you time. Then press on with encouraging other people, doing great work and helping the organisation to achieve success. People are then more likely to see you as an addition to the business. Try completing the following sentence.<br /><br /><em>The specific things I can do to move<br />into the new role successfully are:<br /><br />*<br /><br />*<br /><br />*</em><br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-61783040529075281102007-11-25T18:33:00.000+00:002007-11-25T18:40:32.481+00:003 tips for knowing when to 'drive it, delegate it or ditch it'<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwFB-eHujzQQQmLdPafUiEGr7UzmK7GmNHhbfP7o2c1TtSfZMjyPXR6yzRbajtFvOinVXCObtO3uusk4ZEA6CiNxq_ZQjmmfXO9GcAoQgAlE7QyjrNN-n25KS_8Hhe1mpKE-SD2DqSK-Lw/s1600-h/Gif+drive+it,+delegate+it,+ditch+it.gif"><img id="BLOGGER_PHOTO_ID_5136848815409888994" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjwFB-eHujzQQQmLdPafUiEGr7UzmK7GmNHhbfP7o2c1TtSfZMjyPXR6yzRbajtFvOinVXCObtO3uusk4ZEA6CiNxq_ZQjmmfXO9GcAoQgAlE7QyjrNN-n25KS_8Hhe1mpKE-SD2DqSK-Lw/s320/Gif+drive+it,+delegate+it,+ditch+it.gif" border="0" /></a><br /><div><span style="font-family:verdana;">“My inbox is full and there are so only many jobs I can tackle,” said one person. “My days should be spent driving strategy, but they get consumed by catching-up on tasks. I only have so much energy, so it is important to channel this into the activities that will make a real difference.”<br /><br />“Be selective to be effective,” is the motto. Let’s see how this works in practice. Imagine you are a leading a team. The first step is to agree with your sponsor on the results to achieve - this is the ‘What’. Here are three suggestions for then implementing the ‘How’. </span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) Drive it.</em></span><br /><br />Start by clarifying the things that you personally want to drive. Agree with the team on: ‘The 3 key things we can do to give ourselves the greatest chance of success are: … ” After identifying the top three strategies, you will find there are many projects, tasks and actions to be implemented. Looking at this list, clarify the ones that you personally want to drive. Then lead these - as if your life depended on it. Try completing the following sentence.<br /><br /><em>The things that I want to drive – and<br />the ways I want to drive these - are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) Delegate it.</em></span><br /><br />Clarify the things you want to delegate – but then comes a key point. Give these to people who will deliver the goods - otherwise you will get worried micromanage and become a cop. How to delegate? One approach is described in the piece called 3 tips for clarifying each person’s contribution to the picture of perfection. That style of ‘delegation’ encourages people: a) To clarify their strengths and how they want to contribute towards achieving the team’s goals; b) To make clear contracts about their contribution; c) To deliver. Try completing the following sentence.<br /><br /><em>The things that I want to delegate – and<br />the people I want to delegate these to - are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) Ditch it.</em></span><br /><br />Clarify the things you want to ditch. “I find this easy in theory, but more difficult in practice,” said one person. “I start out with good intentions, but then get guilty about neglecting certain activities.” This highlights a key point. It is vital: a) To clarify the consequences of ditching certain things: b) To anticipate and manage any difficulties that may arise. You will then feel more able to focus on the tasks that really matter. Try completing the following sentence.<br /><br /><em>The things that I want to ditch – and the ways I<br />will manage the consequences of doing this - are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />The work place becomes increasingly complex and people continue to be inundated with information, emails and requests. At the same time, they are urged to ‘work smarter, not harder’. Priority management is vital. There are consequences to this approach - but there are more minuses in trying to fill the day with 12 hours of fire-fighting. Peak performers focus on the key strategies that will give them the greatest chance of success. This calls for being able to ‘drive it, delegate it or ditch it’.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-60028053882357192742007-11-24T12:21:00.000+00:002007-11-24T12:26:38.286+00:003 tips for establishing a coaching contract<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRdYRYhlcg3NmFs4gIe6SpMmJYdM0qdn023iUIYprKepklhUBHmg_pPGaMKkAcousBYQZ78uKNZZF_cZguaaxQVChis3IBr1ldMuP8qTAxE9CsqXo5QhfmkRRSaE6do6EQj2wNWqG4Vq8Q/s1600-h/Gif+establishing+a+coaching+contract.gif"><img id="BLOGGER_PHOTO_ID_5136381603629324082" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRdYRYhlcg3NmFs4gIe6SpMmJYdM0qdn023iUIYprKepklhUBHmg_pPGaMKkAcousBYQZ78uKNZZF_cZguaaxQVChis3IBr1ldMuP8qTAxE9CsqXo5QhfmkRRSaE6do6EQj2wNWqG4Vq8Q/s320/Gif+establishing+a+coaching+contract.gif" border="0" /></a> <span style="font-family:verdana;"><br />Imagine that somebody has asked you to be their coach. Before embarking on the coaching process it is vital to establish their goals. Setting specific targets increases the likelihood of success. Here are three suggestions for clarifying the coaching contract. (While the following process sounds very structured, you can do it in your own way. It will provide the basis for building a successful coaching relationship.)</span><br /><span style="font-family:verdana;"><div><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can invite the person to fill-in the coaching contract.</em></span><br /><br />“Will plus skill can thrill,” they say in sport. How does this apply to the coaching situation? Establish the person’s will before embarking on helping them to learn the skill. One way to start is by inviting them to complete the coaching contract. The person is asked to describe: a) The specific goals I want to achieve. b) My role: the things I see as my responsibility in achieving the goals. c) The coach’s role: the help I want from the coach. d) The measures: the things that will show I have reached the goals. The person is to send the contract to you ahead of the first meeting. You can gauge their attitude and aspirations by the amount of work they put into creating the contract. So here is the contract that is to be filled-in by the learner.<br /><br /><span style="color:#cc0000;"><em>Coaching contract</em></span><br /><br /><em>The specific goals. The specific goals I want to achieve are:<br /><br />*<br /><br />*<br /><br />*<br /><br />My role. The things I see as my responsibility<br />in working to achieve these goals are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The coach’s role. The knowledge, tools and<br />support I would like from the coach are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The measures. The specific things that will be<br />happening that will show I have reached the goals are:<br /><br />*<br /><br />*<br /><br />* </em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can meet with the person to explore the coaching contract.</em></span><br /><br />Clear contracting is vital in any relationship - and especially so when coaching. Set aside at least an hour to discuss the contract in depth. Invite them to explain what they see as their responsibility in the relationship. Move onto discussing the help they want from you as a coach. Encourage them to consider the challenges on the way – including potential setbacks – and how they plan to deal with these situations. Conclude this part of the session by asking them to describe their success criteria - the things that will show they have reached their goals. Providing you are happy, move onto the next stage.<br /><br /><span style="color:#cc0000;"><em>3) You can finalise the coaching contract and, if appropriate, embark on the actual coaching.<br /></em></span><br />Create a short ‘time-out’ to enable the person to reflect and make any alterations to the contract. Time permitting - and if appropriate - you may then both want to launch into the actual coaching. If so, invite the person to explore the first topic they want to tackle. You can help them: a) To build on their strengths; b) To learn tools for tackling areas for improvement; c) To do what is necessary to achieve success. Conclude the session by asking them to clarify what they have learned and inviting them to do any relevant homework before the next meeting. Finally, evaluate your own performance. Describe: a) Three things I did well in the session; b) Two things I can do better in the future - and how. Relax, reflect and then look forward to the next session. </div><div> </div><div>You can find more ideas on this theme in the book <em>Strengths Coaching in 90 Minutes</em>, that can be found here:</div><div> </div><div><a href="http://www.amazon.co.uk/Strengths-Coaching-90-Minutes-Ninety/dp/1852525002/ref=sr_1_1?ie=UTF8&s=books&qid=1195907131&sr=8-1"><span class="blsp-spelling-error" id="SPELLING_ERROR_0">strengthscoaching</span></a><br /></div></span>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-41483417065971768052007-11-22T16:12:00.000+00:002007-11-22T16:23:28.595+00:003 tips for choosing a mentor<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJnap6QaCTwWbsaSOe-VyE1O0LNY6CP7LVGMC7qLKByO5cnOza3Q6MWkqnYDcI3G1yBhvDHK6weq4MVb-jTzbT_JeRlpRsvWDpE2rZRGDw7glKzP7TI7TcKuPgcd83jc4Avm2zTMaC_eii/s1600-h/Gif+choosing+a+mentor.gif"><img id="BLOGGER_PHOTO_ID_5135700984456894242" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJnap6QaCTwWbsaSOe-VyE1O0LNY6CP7LVGMC7qLKByO5cnOza3Q6MWkqnYDcI3G1yBhvDHK6weq4MVb-jTzbT_JeRlpRsvWDpE2rZRGDw7glKzP7TI7TcKuPgcd83jc4Avm2zTMaC_eii/s320/Gif+choosing+a+mentor.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">Imagine you are looking for a mentor. Good mentors are wise and trusted advisers. They pass-on knowledge in a way that helps the <span class="blsp-spelling-error" id="SPELLING_ERROR_0">mentee</span> to achieve their personal or professional goals. Mentors are now used by many people in organisations. Why? Despite being successful, individuals sometimes like to take time-out to reflect, get an overview of their situation and make good quality decisions. They also like to draw on the mentor’s knowledge so they can be even more effective in their work. Mentoring plays a key role in organisations that wish to nurture talent. Let’s explore how you might choose a good mentor.<br /></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;"><span style="color:#cc0000;"><em>1) You can clarify the qualities you want in a mentor.</em></span><br /></span><br />Choose somebody who has similar values. Look for a mentor who expresses the values you believe in - and seems able to do so successfully at a high level. When working with young people in the 1960s, for example, I sought out several ‘grandees’ who ran famous therapeutic communities. Travelling to sit at their feet, listen and learn provided remarkable insights. Each one had a common characteristic; they wanted me to ‘take the best and leave the rest’. They encouraged me to make my own decisions - they did not want followers. Values-fit is vital.<br /><br />Try tackling the exercise on this theme called My ideal mentor. Describe the qualities you want in such a person. Different people will, of course, want different qualities. One person said:<br /><br />“Credibility is crucial - they must know their onions. They must be a good listener and respect my views but, at the same time, I don’t want them to pull any punches. They need to be somebody who has lived - who has had ups and downs - but still has a positive spirit. It’s great if they can understand the way I think—which is in pictures—and provide practical ideas I can use in working life. Do you know any such perfect people?”</span></div><br /><div><span style="font-family:verdana;"></span></div><br /><div align="center"><span style="font-family:verdana;color:#cc0000;"><em><strong>My ideal mentor</strong></em></span></div><br /><div><span style="font-family:verdana;"></span></div><br /><div align="center"><span style="font-family:verdana;"><em>The qualities I want in a mentor are:</em></span></div><br /><div><span style="font-family:verdana;"><em></em></span></div><br /><div><span style="font-family:verdana;"><em>*</em></span></div><br /><div><span style="font-family:verdana;"><em></em></span></div><br /><div><span style="font-family:verdana;"><em>*</em></span></div><br /><div><span style="font-family:verdana;"><em></em></span></div><br /><div><span style="font-family:verdana;"><em>*</em></span></div><br /><div><span style="font-family:verdana;"><em></em></span></div><br /><div><span style="font-family:verdana;"><em>*</em></span></div><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">*<br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can find a mentor – or mentors – with these qualities.</em></span><br /><br />Some organisations have formal schemes that provide a list of potential mentors. They then invite <span class="blsp-spelling-error" id="SPELLING_ERROR_1">mentees</span> to choose from this faculty. Several things are worth bearing in mind if this is the case. It is important:<br /><br />a) For the <span class="blsp-spelling-error" id="SPELLING_ERROR_2">mentee</span> to choose the mentor - rather than have one assigned.<br /><br />b) For the <span class="blsp-spelling-error" id="SPELLING_ERROR_3">mentee</span> to, if possible, choose a mentor who is ‘outside the line’ - not the <span class="blsp-spelling-error" id="SPELLING_ERROR_4">mentee</span>’s manager or manager’s manager.<br /><br />c) For the sessions to be confidential and focused on the <span class="blsp-spelling-error" id="SPELLING_ERROR_5">mentee</span>’s agenda - not acting as another form of management.<br /><br />What if your organisation does not have a formal mentoring programme? Start by clearing it with your manager and HR department that it will be okay to have a mentor. They will normally be supportive. You can then do what many people have done before - approach somebody to ask if they would be your mentor. Surprisingly, this often works. (You can have different mentors for different topics - for example, a technical mentor and a career mentor.) If you decide to approach a potential mentor - inside or outside an organisation - take the following steps.<br /><br />First, do your research thoroughly. Get to know about the person, their values and how they are regarded. Do this by asking around - blind dates seldom work. Second, clarify what you do and don’t want from the mentor. Finally, clarify how to approach the person. You will need to position the mentoring in a way that works for them. They are probably busy people - so you must do all the leg-work and fit in with their diary.<br /><span style="font-size:130%;color:#cc0000;"><em><br />3) You can make clear contracts with the mentor about what you would like to cover in the mentoring sessions.</em></span><br /><br />Start by having an informal meeting with the potential mentor. Explain the topics you want to cover during the mentoring sessions. For example: how to manage difficult customer situations, how to take the next step in your career, how to manage your life-work balance. You will obviously discuss these topics with your manager - but would also like an outside view. Explain how often you would like to meet and how you will prepare for the sessions. You may want to start, for example, by having 3 sessions - then reviewing the contract. If the chemistry works - and both parties agree - set a date for the first formal meeting. </span></div><br /><p><span style="font-family:verdana;">You can find many more ideas on this theme in the book The art of mentoring:</span></p><br /><p><span style="font-family:verdana;"><a href="http://www.amazon.co.uk/Art-Mentoring-Mike-Pegg/dp/1852522720/ref=sr_1_1?ie=UTF8&s=books&qid=1195748499&sr=1-1"><span class="blsp-spelling-error" id="SPELLING_ERROR_6">theartofmentoring</span></a></p></span><br /><span style="font-family:verdana;"><div><br /><br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-16427092280236946952007-11-21T22:36:00.000+00:002007-11-21T22:42:50.211+00:003 tips for focusing on design, development and delivery<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcNJQgGj0JObtKFVN6g3vuX4moFGaTVoPfHsopg0UK8nKF3jmNHkx09MYi3hCxbVvVenYPODGDxAIy4xTcAr-tVS_cmQrGw3iooD1n2YwBgIhXR40sI2i-21M3dyjVtXjzn5FWSMFkbL5I/s1600-h/Gif+design,+development,+delivery.gif"><img id="BLOGGER_PHOTO_ID_5135427575428765458" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgcNJQgGj0JObtKFVN6g3vuX4moFGaTVoPfHsopg0UK8nKF3jmNHkx09MYi3hCxbVvVenYPODGDxAIy4xTcAr-tVS_cmQrGw3iooD1n2YwBgIhXR40sI2i-21M3dyjVtXjzn5FWSMFkbL5I/s320/Gif+design,+development,+delivery.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">Human beings are designers at heart. They love the process of design, development and delivery. Where does this happen for you? Let’s explore the three stages in this creative journey.</span></div><div><span style="font-family:verdana;"><br /><span style="font-size:130%;color:#cc0000;"><em>1) You can focus on design.</em></span><br /><br />What do you love to design? You may enjoy creating a kitchen, house, garden, computer programme, learning environment, training workshop, article or whatever. Design is a fulfilling activity. You feel in control and able to create a new ‘world’ - which is what human beings love. “Great design is often simple, satisfying and successful,” we are told. Looking ahead, what would like to design in the future? Try completing the following sentence.<br /><br /><em>The specific thing I would like to design in the future is:<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can focus on development.</em></span><br /><br />Development frequently involves doing ‘hands-on’ work - testing your ideas, exploring new avenues or working alongside customers. You can only develop a design so far by working in isolation. At some point you must get a reality check. You need to see what works, what doesn’t work and what must be improved in the future. Considering what you want to design, try completing the following sentence.<br /><br /><em>The specific steps I can take to<br />develop what I want to design are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can focus on delivery.<br /></em></span><br />You can now translate your design into a finished product. Everybody has a successful pattern for finishing. So it is good to find and follow the route that works for you. Looking back on your life, think of two or three ‘projects’ that you finished successfully. What did you do right then? How can you follow these principles in the future? Try completing the following sentence.<br /><br /><em>The specific steps I can take to ensure<br />I deliver what I want to design are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />What happens next? Everybody is different. Some people feel the design and development is complete - so they continue to concentrate on improving the delivery. Some people move onto the next project and return to the joy of design. Some combine both approaches - with different projects at different stages. You will choose your own way to enjoy the journey of design, development and delivery.<br /></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-35643573760742640622007-11-21T08:47:00.000+00:002007-11-21T08:52:56.760+00:003 tips for building a super team<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhU5bwpyQA_jpHnY-VCZenNV9vYpRrZzKY4OiPsGZdCZfCOwokrQaXC61arjZDhkoXmS-ovEwofc9-4QKLMiTHLG0i3yVUhAKisZQhBbACCctkT27KOtQjz_1cp8eNdow3pI4DtUzgjpEMk/s1600-h/Gif+super+teams+ladder.gif"><img id="BLOGGER_PHOTO_ID_5135213600158078722" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhU5bwpyQA_jpHnY-VCZenNV9vYpRrZzKY4OiPsGZdCZfCOwokrQaXC61arjZDhkoXmS-ovEwofc9-4QKLMiTHLG0i3yVUhAKisZQhBbACCctkT27KOtQjz_1cp8eNdow3pI4DtUzgjpEMk/s320/Gif+super+teams+ladder.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><div><span style="font-family:verdana;"></span> </div><div><span style="font-family:verdana;">Super teams are special. They have a compelling purpose and translate this into a clear picture of perfection. People choose to opt-into the team and make their best contribution towards achieving the goals. They do professional work, solve problems and deliver peak performance. People then do everything possible to achieve the picture of perfection. The super teams approach comes with three health warnings. First, it works. Second, it looks simple on paper, but that does not mean it is easy. Third, it calls for taking tough decisions, especially about people. There are normally seven steps towards building such a team – see illustration – but we can break these down into three main stages. </span></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify the purpose, picture of perfection and principles.</em></span><br /><br />Start by creating a compelling purpose. This is the team’s reason for being. Translate the purpose into a clear picture of perfection. What does this mean? Pick a date in the future. Describe the actual things that will be happening then that will show the team has reached its goal. If possible, produce an inspiring ‘one-liner’ that sums up your aim. Draw a road map towards achieving the target. You can do this by starting from your destination and working backwards. Describe the milestones – the specific things the team must achieve at each stage of the journey. Outline the ‘actual words’ you want to hear different groups of people saying along the way. After clarifying the ‘What’, revisit the ‘Why’. Clarify the benefits of reaching the goals – for the organisation, the customers and the team members. Move onto the ‘How’. Clarify the key principles – the key strategies – the team can follow to give it the greatest chance of success. You are now ready to communicate the purpose, picture of perfection and principles – but then comes the crucial step.</span></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>2) You can get the right people.</em></span><br /><br />This is the pivotal part. Get the right people with the right spirit – because otherwise you are sunk. Great teams are build on ‘similarity of spirit and diversity of strengths’. Diversity of spirit is a recipe for disaster. Get the right balance between ‘soul players’ and ‘star players’. Soul players embody the spirit of the team. They are consistent players who do the right things every day. Star players also embody the spirit, but they also add ‘little bit extra’. There is no place for ‘semi-detached’ players who are waiting to be motivated. One negative person can dilute the energy of many people in the team.<br /><br />Clear contracting is crucial and is the hallmark of healthy cultures. There are three things you can do to make this happen. First, communicate the picture of perfection. Second, invite people to proactively get back to you to show how they want to contribute to achieving the picture of perfection. Third, bearing in mind each person’s strengths, make clear contracts about their part in reaching the goals. (You can find out more about this process in the piece called 3 tips for clarifying each person’s contribution to the picture of perfection.)<br /><br />“But in his book <em>Good to Great</em>, Jim Collins says get the people first,” somebody may say. Jim Collins has written a tremendous book, but on this point he is sometimes misunderstood. When hiring people, it is vital to know roughly the kind of business in which you aim to achieve peak performance. If you are in the alpine climbing business, for example, hire people who have a passion for alpine climbing. Otherwise you may collect rock climbers, free climbers and scuba divers who have different agendas. Clarify the kind of ‘mountain’ you are climbing, then give people empowerment – within parameters – to finalise the goals and implement their part of the strategy.<br /><br /><span style="color:#cc0000;"><em><span style="font-size:130%;">3) You can enable people to be professional, solve problems and achieve peak performance</span>.</em></span><br /><br />Great teams develop good habits. They keep doing the right things in the right way every day. Invite each person – or, in larger groups, each team – to describe the specific things they will do to deliver the goods. Ask them to proactively keep you informed about the actions they are taking to tackle the issues that are in the ‘Green, Amber & Red’ zones. Great teams contain resilient people who overcome setbacks. Educate them to stay calm during crises, solve problems and deliver the goods when it matters. Encourage people to keep working hard and achieve the picture of perfection.<br /><br />One ending is a new beginning. Some teams disband after reaching the goal. Other teams refocus on the purpose and translate it into a new picture of perfection. <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Pacesetting</span> teams, for example, have a special kind of psychology. They aim to take the lead, maintain the lead and extend the lead. Staying ahead of everybody else, they make the new rules for the game. Guiding your team to success, you may then want to repeat the process. As they say in sport: “First build a team, then a club, then a dynasty.” This calls for making even tougher decisions on the road towards building a second-generation super team.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-4738227159679346292007-11-20T20:36:00.000+00:002007-11-20T20:51:33.631+00:003 tips for working with people who are making the new rules for work<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA5JomXt1OPs3h9r3BUH_xVBw4PagpMdl6SAHwFbXo7BBo2C8i1xir2EGVWuSD0Xth1uJWtqPP3vicdz5MwhugeKPw4oqdEotOlml0sk8BsoPASmDnnHGptLFucvK8s32bo3CccRN_VPOD/s1600-h/Gif+you+can+work+with+people+who+are+making+the+new+rules.gif"><img id="BLOGGER_PHOTO_ID_5135027774103049954" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiA5JomXt1OPs3h9r3BUH_xVBw4PagpMdl6SAHwFbXo7BBo2C8i1xir2EGVWuSD0Xth1uJWtqPP3vicdz5MwhugeKPw4oqdEotOlml0sk8BsoPASmDnnHGptLFucvK8s32bo3CccRN_VPOD/s320/Gif+you+can+work+with+people+who+are+making+the+new+rules.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;">“I like working with people who are making the ‘new rules’ in their chosen field,” said one person. “Certainly I can help those who are trying to be creative inside the ‘old rules’, but sometimes institutions can squash people’s enthusiasm. It’s great encouraging individuals and teams who are pioneering the way.”<br /><br />Let’s imagine you want to work with people who are making the new rules. Here are three steps you can take towards helping them to succeed. </span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can identify the people who are making the ‘new rules’.</em></span><br /><br />Start by identifying the people who are either pioneers or working in pioneering fields. The first group will probably be people who believe in following certain principles to achieve the ‘prize’. They won’t be into ‘painting by numbers’. At the same time, however, they know it is vital for them to produce the goods. This will be especially so if they are aiming to do pioneering work in an established organisation. They recognise that: “If you are going to be a deviant, you have to over-deliver.” The second group will probably be in the ‘newer industries’. These may include new media, social networking organisations, marketing, high tech and even parts of retail. Both groups of people believe it is vital to ‘show a better way’.<br /><br />Looking around your network – and elsewhere – who are the people who fall into these two categories? Try completing the following sentence.<br /><br /><em>The people who are making the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify what you can offer to the people who are making the ‘new rules’.<br /></em></span><br />You can tackle this part by doing three things. First, clarify the specific products or services that you can offer to the people who are making the new rules. Second, clarify the specific challenges that these people may be facing. Third, clarify how what you can offer can help these people to succeed. “I found this part difficult,” said one person. “It called for getting inside the customers’ heads and clarifying the benefits of what I offer. Certainly I should be doing this anyway, but it was a good discipline.” Try completing the following sentences.<br /><br /><em>The specific things – the products or services – I can<br />offer to people who are making the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /><br />The specific challenges facing the people<br />who are making the new rules may be:<br /><br />*<br /><br />*<br /><br />*<br /><br />The specific benefits these people<br />can get from the things I offer are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can work with these people and help them to succeed by making the new rules.<br /></em></span><br />“Five years ago I started this recruitment business which specialises in working with new media companies,” said one 35-year-old MD. “Now I have 30 employees, a turnover of £10 million and a profit of £500k. We built this company by offering something new in our field. Certainly we could make shed-loads of money by operating like a ‘traditional’ recruitment agency. But we really aim to put the right people in the right places in the right companies. This calls for making sure there is a ‘values-fit’. Once I spent my time getting out to customers, building relationships and satisfying their demands. But now I spend my time supervising our people and fire-fighting. My senior colleagues and I need to get into the market and stay close to our customers, but it is proving difficult to do that and run the business. Have you any suggestions?”<br /><br />How would you work with this MD? The person who did so helped the MD and their leadership team:<br /><br />* To communicate the vision throughout the business;<br /><br />* To hire an operations director – a ‘co-<span class="blsp-spelling-error" id="SPELLING_ERROR_0">ordinator</span>’ – who took care of the day-to-day operations;<br /><br />* To get the senior partners to do what they did best – building relationships with key decision-makers in client companies;<br /><br />* To practice what they preached to other companies – clarifying their own company values, then recruiting and rewarding people who lived these values.<br /><br />* To stay strategic – continually asking themselves: “What are the 3 key things we can do to give ourselves the greatest chance of success?”<br /><br />Putting these principles into practice, the company increased its profit to 10% of turnover. It also improved its ratings on customer satisfaction and internal morale. (The latter called for starting again with a blank piece of paper and asking: “If we were to start this business again tomorrow, which of our people would we rehire?” Then acting on this information.) The company went from strength to strength.<br /><br />Let’s return to your potential clients. How can you help them to succeed by following the new rules? Try completing the following sentence.<br /><br /><em>The specific things I can do to work with these people<br />and help them to succeed by following the new rules are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br />Everybody knows the rules of work have changed, but many organisations still operate as if they are in the 1970s. Certainly it is possible to help people to get more oxygen in these organisations. But you may prefer to work with those that are making the new rules for work.</span> </div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-90202807111505986032007-11-20T18:52:00.000+00:002007-11-20T20:34:25.258+00:003 tips for focusing on what you really care about<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinxdej03ofsBvTdUBB-OrgowoFJbahWYRT2ZywFzcz9P2KbWZh4lOwXv-SqPTSMYEEisVpURpRVPExR0ZdO-eLZ2Z0nVJ2DFpuRWAFPwcqaeLD7T4ukHUEet0UNCgue5XnufIpEKeKVjeA/s1600-h/Gif+the+caring+dimension.gif"><img id="BLOGGER_PHOTO_ID_5134998658519750354" style="" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinxdej03ofsBvTdUBB-OrgowoFJbahWYRT2ZywFzcz9P2KbWZh4lOwXv-SqPTSMYEEisVpURpRVPExR0ZdO-eLZ2Z0nVJ2DFpuRWAFPwcqaeLD7T4ukHUEet0UNCgue5XnufIpEKeKVjeA/s320/Gif+the+caring+dimension.gif" border="0" /></a> <span style="font-family:verdana;"><br />“Nowadays I am doing something I really believe in,” said one marketer, “but it <span class="blsp-spelling-error" id="SPELLING_ERROR_0">hasn</span>’t always been the case. During my 30s I got stuck in a job that was pointless. I stopped caring and it showed. Fortunately I got out sooner rather than later. Nowadays it’s good to go to work with a spring in my step.” Let’s explore how you can take similar steps in your own way.<br /><br /><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>1) You can clarify what you really care about.</em></span><br /><br />Try tackling the exercise on this theme called The caring dimension. Start by brainstorming the things that you really care about. You may feel strongly about supporting your family, encouraging people, creating beauty, caring for nature, passing-on knowledge, fighting for justice or whatever. After completing your list, return to each activity and rate the extent to which you care about it. Do this on a scale 0—10. </span><br /><br /><br /><span style="font-family:verdana;"><em>The things I really care about – and the extent<br />to which I care about them on a scale 0 - 10 - are:<br /><br />* </em></span><br /><em><span style="font-family:Verdana;"></span></em><br /><em><span style="font-family:Verdana;">The extent to which I care about this is </span></em><span style="font-family:Verdana;"><em>__ /10<br /></em><br /></span><span style="font-family:Verdana;"><em>* </em></span><br /><span style="font-family:Verdana;"><em></em></span><br /><span style="font-family:Verdana;"><em>The extent to which I care about this is __ /10<br /><br />* </em></span><br /><br /><span style="font-family:Verdana;"><em>The extent to which I care about this is __ /10</em><br /><br /><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>2) You can focus on one thing that you really care about and translate it into a specific ‘project’.</em></span><br /><br />“Taking this step acted as a wake-up call,” said the marketer. “I returned to the activities that made my heart sing. My marketing career had been successful, including winning several industry awards, but something was missing. During the early years I generated false ‘excitement’ about branding a soft drink, car or travel company. But success caused me to reflect. Did I really want to tell my daughter that my legacy was: ‘I got more people to buy fizzy drinks’? The answer was obvious - I must focus on useful products. This led to me going freelance and running marketing campaigns that I considered worthwhile.”<br /><br />Looking at your list, focus on one thing you really care about. How could you translate this into a specific ‘project’? Try completing the following sentences.<br /><br /></span><span style="font-family:Verdana;"><em>The thing I really care about that I want to focus on is:<br /><br />*<br /><br />The way I can translate this into a specific project is:<br /><br />*<br /></em><br /></span><span style="font-family:Verdana;"><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>3) You can do what you care about, perform creative work and deliver concrete results.<br /></em></span><br />Caring can be a tremendous motivating force behind doing memorable work. Dame Cicely Saunders set-up St. Christopher’s Hospice, Bob <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Geldof</span> launched Live Aid, Nick Park created Wallace & <span class="blsp-spelling-error" id="SPELLING_ERROR_2">Gromit</span>. You can always tell when somebody has put their heart into cooking a meal, designing a garden or painting a picture. Caring feeds your craft and can be translated into fulfilling work. Reflect on the activity you want to concentrate on - then make an action plan. Bearing in mind your chosen project, try completing the following sentence.<br /><br /></span><em><span style="font-family:Verdana;">The steps I can take to set a clear goal, perform<br />creative work and deliver concrete results are:<br /><br />*<br /><br />*<br /><br />*</span></em>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-7367814426134257402007-11-20T07:17:00.000+00:002007-11-20T20:33:20.463+00:003 tips for being at your best at big moments<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcvCU5qLSKoz3EF71RRV_2I-KiYOAteYUBTdH0rxIV-HlQF7Sgv_g2zkg2SKZ5OOi5RDChR5oTs8I7t15B1dc9sK1vXUNpYAUAMwyTGmKdB-F7sXF-moTG79M3SNDKh-dShSI8CJQT4IS0/s1600-h/Gif+being+at+your+best+at+big+moments.gif"><img id="BLOGGER_PHOTO_ID_5134818690800113346" style="" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcvCU5qLSKoz3EF71RRV_2I-KiYOAteYUBTdH0rxIV-HlQF7Sgv_g2zkg2SKZ5OOi5RDChR5oTs8I7t15B1dc9sK1vXUNpYAUAMwyTGmKdB-F7sXF-moTG79M3SNDKh-dShSI8CJQT4IS0/s320/Gif+being+at+your+best+at+big+moments.gif" border="0" /></a><br /><div><span style="font-family:verdana;"><br />“Great performers produce great work on great occasions,” we are told. Some people have a positive approach at critical moments - others become paralysed. As Martin Luther King Jr. said:<br /><br /><em>“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”</em><br /><br />Imagine you are going to face a tough situation in the future. Let’s explore how you can be at your best when it happens.</span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>1) You can clarify your successful pattern at big moments.</em></span><br /><br />Looking back on your life, recall the times when you have performed well at big moments. You may have been giving a presentation, passing an exam, playing crucial match, solving a crisis or whatever. Looking at each of these situations, what did you do right then to be successful? Can you see any patterns? Try completing the following sentences.<br /><br /><em>Looking back, the times when I have<br />performed well at big moments have been:<br /><br />*<br /><br />*<br /><br />*<br />Looking at these examples, my successful pattern<br />for performing well at such big moments is:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>2) You can rehearse being at your best at a future big moment.<br /></em></span><br />“I always practice before giving tough news to patients,” said one doctor. “During our training we did little on the ‘human side of medicine’, so I took the initiative to attend many workshops on the topic. Every doctor has their own way of giving difficult messages. It may be routine for them - but each time is special for each patient. I normally say something like: ‘I am afraid it is not good news. This is the situation …… And here are your options.’ Normally the patient has prepared themselves for the news. But the way you communicate means a lot for them and their family.”<br /><br />Describe the potential critical moments that you may face in the future. Focus on one crucial time and do two things. First, clarify the real results you want to achieve in the situation. Second, describe how you can do your best. Try completing the follow exercise.<br /><br /><em>Looking ahead, the big moment I may face in the future is:<br /><br />*<br />The specific results I want to achieve at the big moment are:<br /><br />*<br /><br />*<br /><br />*<br />The specific things I can do to perform well at the big moment are:<br /><br />*<br /><br />*<br /><br />*<br /></em><br /><span style="color: rgb(204, 0, 0);font-size:130%;" ><em>3) You can be at your best during the big moment.<br /></em></span><br />The true test comes when you are in the midst of the tough situation. Suddenly you think: “This is no longer theory. It is actually happening. Now it is up to me to behave in the way that I believe-in.” </span><span style="font-family:verdana;">Be true to yourself, follow your principles and do your best during the critical moment. This is your opportunity to grow as a person. Try completing the following sentence.<br /><br /><em>The specific things I can do to concentrate and keep<br />doing my best during the midst of the big moment are:<br /><br />*<br /><br />*<br /><br />*</em></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0tag:blogger.com,1999:blog-965365653507365715.post-69347581078173578652007-11-19T21:18:00.000+00:002007-11-19T21:26:49.593+00:003 tips for getting the right balance between consuming and creating<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz7vtkQnYXR_8tCcWjHwQqEw0AuDTAARCh36exabbG2MHeDA_Ys_LH6x-Cryno3gAJfsgbcL2SXS0DXZxSzoxX7vVmrszwrUXi4xb-_b6s5E5hoiaOFTN_2OrtivY_ZD22TSEV3CrDiBZV/s1600-h/Gif+consuming+and+creating.gif"><img id="BLOGGER_PHOTO_ID_5134665738424768178" style="CURSOR: hand" alt="" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiz7vtkQnYXR_8tCcWjHwQqEw0AuDTAARCh36exabbG2MHeDA_Ys_LH6x-Cryno3gAJfsgbcL2SXS0DXZxSzoxX7vVmrszwrUXi4xb-_b6s5E5hoiaOFTN_2OrtivY_ZD22TSEV3CrDiBZV/s320/Gif+consuming+and+creating.gif" border="0" /></a><br /><div><span style="font-family:verdana;"></span></div><div><span style="font-family:verdana;">People are living systems - so they must get the right balance between consuming and creating. And that is not just about food. For example, if a person consumes too many ideas without creating something, they may begin to feel stodgy. If they consume masses of bad news about the environment, they must create something that improves the world - otherwise they will feel weighed down. In order to live healthy lives, living systems must balance ‘getting things in’ with ‘getting things out’. Let’s explore how to make this happen.</span><br /></div><div><span style="font-family:verdana;"></span></div><br /><div><span style="font-family:verdana;"><span style="font-size:130%;color:#cc0000;"><em>1) You can clarify the things you want to consume.</em></span><br /><br />Start by considering what you want to ‘take-in’. One person said: “I began by listing the physical and psychological things I want to consume. On the physical side, I want to eat good food, use renewable energy, spend time in the fresh air, etc. On the psychological side, I want to get stimulating ideas, watch exciting sport, read uplifting articles, work on energising projects and spend time with encouraging people. The hard part was figuring out how to do this in my daily life. Some things were easy to cut-out, such as watching trash on the television, but others took more thought.” So what do you want to take into your mind, body and soul? Try completing the following sentence.<br /><br /><em>The things I want to consume are:<br /><br />*<br /><br />*<br /><br />*</em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>2) You can clarify the things you want to create.</em></span><br /><br />What do you want to create or ‘give-out’? You may want to encourage other people, cook tasty food, build good relationships, write inspiring articles or whatever. Creativity takes many forms - such as solving problems, producing something new or giving pleasure to other people. Great design, for instance, is simple, satisfying and successful. Sometimes you may simply get satisfaction from nurturing your garden, playing music or helping other people. Describe what you want to create - or give to others - in your life and work. Try completing the following sentence.<br /><br /><em>The things I want to create are:<br /><br />*<br /><br />*<br /><br />* </em><br /><br /><span style="font-size:130%;color:#cc0000;"><em>3) You can get the right balance between consuming and creating.</em></span><br /><br />People often know intuitively whether they have got the right balance in their lives between consuming and creating. Try answering the following questions. On a scale 0 - 10, to what extent do I think I have got the right balance between consuming and creating? What are the specific areas where I think I need to improve the balance? What are the specific steps I can take to make this happen?<br /><br />“I found the psychological side relatively straightforward,” said one person. “I find it relatively simple to get stimulating in-put and do creative work. On the physical side, the first step was to start with the daily essentials. For example, to switch our electricity account to green energy - which takes 10 minutes on the internet – and to shop locally. The next stages will be more difficult, but it is a challenge I want to tackle.”<br /><br />Consider what you can do to get the right balance between taking-in and giving-out. Taking this step can provide the foundation for sustainable growth - for both yourself and other people. It can also help you to stay healthy. Try completing the following sentence.<br /><br /><em>The things I can do to get the right balance<br />between consuming and creating are:<br /><br />*<br /><br />*<br /><br />*<br /></em></span></div>Mike Pegghttp://www.blogger.com/profile/11276081277358183620noreply@blogger.com0