11 one day masterclass (Стивен Манн)
TRANSCRIPT
Course by Stephen Mann
introducing
Mind Explosion Course
Business ConsultantMember of the Institute of Directors
Licensed Trainer with ASET and EDI
Working with Boston University, Genzyme, UK Government etc.
The Basic stuff
FireToiletsRules of the room
Objectives and Aims of the Course
Building a better future for all
Objective Aims Results
To give each delegate the understand of there role with regard to building a
strong future through personal development
By the end of the course each delegate will feel confident to manage
there team and increase morale and production therefore saving money
Each delegate will be able to manage there team and themselves for the
best interest of the Employee and Company
My Personal Aims• Open you thoughts
– You will only get out what you put in
• Get you thinking– About you– About your role– People around you
• Ideas– Your ideas– My ideas– Group ideas
This course is designed to open you up to new ideas and concepts
Some of this course may not suit your learning styleSome of the course you might already knowSome of the course may waste your time
BUT its your choice if you wish to: -learnreviewor help
Today
Welcome to Mind Explosion Taking Personal ResponsibilityHaving Self-BeliefGalatea EffectThe DNA of a TeamCoaching and MentoringLeadershipEmployee Motivation and EngagementEmployee RetentionTeam building working as a team
BY Stephen Mann
Welcome to
Over this session I want to blow your mind and show you how much
POWER you have inside you
The PowerTo change your LIFE
The Power To Change your FUTURE
Is a new training system I have developed over years of working in
business management and the study of human behaviour
I worked with many adults and children as a personal councillor
I have trained tens of thousands of people around the world
I have learnt from them all and brought all this knowledge together
Bar Bending
Its all about the POWER of your
Mind
7 Key Pointsto changing your
life
1. Take Personal Responsibility2. Taking Action3. Involving Others4. Defining your Goals5. Planning your Priorities6. Having Self Belief7. Having a STRONG REASON WHY
Taking Personal Responsibility
Its not the cards it how you play your hand
Choose to be Un-Woolly Be Precise
You Must take Responsibility
Taking Action
Taking Action
Taking Action
Taking Action
Taking Action
Taking Action
Involving Others
Involving Others
Involving Others
Involving Others
Involving Others
Involving Others
Defining Your Goals
So what is a Goal
It’s a dream with a deadline
Defining Your Goals
Focus and decide what you want, Leave the how
to laterBeware the YES but HOW
syndrome
Defining Your Goals
What do you want to have?MATERIAL GOALSACTIVITY GOALS
DEVELOPMENT GOALS
Defining Your Goals
Whatever the mind can conceive and believe it can be
achieved
Defining Your Goals
How can you eat an Elephant
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Planning and Priorities
Having Self Belief
Having Self Belief
Having Self Belief
Having Self Belief
Having Self Belief
Re-CAP
Taking Personal ResponsibilityTaking Action
Involving OthersPlanning Your Priorities
Defining your GoalHaving Self Belief
Having a Strong Reason Why
Having a Strong Reason Why
Having a Strong Reason Why
Having a Strong Reason Why
Having a Strong Reason Why
Having a Strong Reason Why
Now it up to you
Galatea Effect the power of self-expectations
•People pick up on, or consciously or unconsciously read,these expectations from their supervisor.
Self-fulfilling prophecy
Performance Improvement
Tool
Your Expectations
Their Expectations
•Every supervisor has expectations of the people who report to him.
•Supervisors communicate these expectations consciously or unconsciously.
•People pick up on, or consciously or unconsciously read, these expectations from their supervisor.
•People perform in ways that are consistent with the expectations they have picked up on from the supervisor.
Children are the same but show this far more clearly
Learn from Children
•Provide opportunities for the employee to experience increasingly challenging assignments. Make sure he/she succeeds at each level before moving forward.
•Enable the employee to participate in potentially successful projects that bring continuous improvement to the workplace.
•Provide one-to-one coaching with the employee. This coaching should emphasize improving what the employee does well rather than focusing on the employee's weaknesses.
•Provide developmental opportunities that reflect what the employee is interested in learning.
•Assign a successful senior employee to play a developmental mentoring role with the employee.
•Hold frequent, positive verbal interactions with the employee and communicate consistently your firm belief in the employee's ability to perform the job. Keep feedback positive and developmental where possible.
Improvement tools
• Skills, Knowledge, confidence, ability• You can tether an Adult elephant with the same cord that held him as a baby
To what extent do you believe you have what it takes
• Dream Stealers• Concepts of Failure• Limiting self talk• Negative comments by others
BEWARE
• You never progress further than the thoughts of your own mind• Sowing things in your own mind and reeping what you sow• Change you belief and change your reality
Create your own Reality
• More Options More Choice• Recognising talents and Qualities in yourself• Nothing to fear but fear itself• I will not let any one walk though my mind with there dirty feet
Have Flexibility
Having Self Belief What does it mean to you
The DNA of a Team
• How to build a team to WIN
The A Team
In 1972, a crack commando unit was sent
to prison by a military court for a crime they
didn't commit.
The A Team
These four men promptly escaped from
a maximum-security stockade to the Los
Angeles underground.
The A Team
Today, still wanted by the government, they survive as
soldiers of fortune.
The A Team
If you have a problem, if no one else can help,
and if you can find them, maybe you can
hire the A-Team.
The A Team
The key elements of its effectiveness: a cigar-chomping master of disguise, an ace pilot, a devilishly handsome con man, a mechanic with a Mohawk and an amazingly sweet van.
The A-Team went off the air in 1987 –still wanted by the government –but television has never produced a better blueprint for team building
Clear Roles
Those particulars might not translate to all business
settings. But clear definition of roles is a hallmark of
effective Team Work
Team Size
• The A Team was only 4• A little small
• France and England, which bloodied each other for centuries before they noticed ... Germany.
• Perhaps a little bit to big
Team are Universal
• Another universal characteristic of teams
• Universal• If you work for a
living, I’ll guessing you interact with other humans.
If you think this is mushy stuff? Think again?
• Sony. CEO Howard Stringer • Trying to restore the fighting spirit (and
higher profits) • Building on decentralized teams. • Their theme: Sony United.
Other examples
• The team that built Facebook or Google • The cutthroat yet symbiotic pack of cyclists in
the Tour de France• GB Olympic team
• I could go on and on
The DNA
Each of these stories challenges a piece of conventional wisdom. If "hire great people" seems like
great advice BUT?
Apple and Steve Jobs
• Steve Jobs said “Hiring the best is your most important task” Excerpts from In the Company of Giants
•THIS IS CRAP• He also went on to say “Great things in
business are not done by one person, they are done by a team of people.“60 minutes in 2003
The DNA of Teams
The fact is, most of what you've read
about teamwork is Crap, Rubbish
Example
• August 2008, Manchester City Football club was purchased by Abu Dhabi United Group.
• There spent in 9 months $200 million • City finished the season in fifth position
in the Premier League• But there had the top players in the
world?• It has taken them season to come
together and work like a team
So where do you start
Tear down those treacly motivational posters of rowers rowing and pipers piping
The DNA
• I am certainly not against the concept of teamwork
• But that's the point• All the happy-sounding twaddle obscures the
actual practice of it
• Teamwork is a practice
Great teamwork is an outcome
You can only create the conditions for it to flourish. Like getting rich or falling in love, you cannot simply will
it to happen.
The DNA
Becoming skilled at doing more with others may be the single most important
thing you can do
The DNA
• You have to learn to be a team• You have to have clear roles• You have to have clear objectives• You work on people strengths not weakness• You work to work together
The DNA
Humans aren't hard-wired to succeed or fail at it. We can go either
way.
The DNA
If you put a group of children in a room to solve a problem, the
typical result is one kid dominating and others looking totally
disengagedIts not a team
The DNA
• But if teachers take the time to establish norms - roles, goals, etc. - not only will the children behave according to the new norms, but they will enforce rules on others within the group.
• There will work as part of a team
The DNA of team building
• Structure• Roles• Objectives• Aims and goals• Practice• Communication including listening• Lead by example
The Paper Tower
• 5 mins to think• 3 mins to build
• Don’t waste time, agree as a group and work together as a team
Coaching and Mentoring
Creating a Mentoring Culture
In a mentoring culture, eight hallmarks build on and strengthen each other. All are present, at least to some degree, however they manifest themselves differently depending on the organizations previous success with mentoring. When each hallmark is consistently present, the mentoring culture is fuller and more robust. As more and more of each hallmark is found in an organization, the mentoring culture becomes progressively more sustainable.
The Eight Hallmarks of a Mentoring Culture
• Accountability.– setting goals,– clarifying expectations,– defining roles and responsibilities,– monitoring progress and
measuring results,– gathering feedback, and– formulating action goals.
• Alignment.– When mentoring is aligned within
the culture, it is part of its DNA. A shared understanding and vocabulary of mentoring practice exists that fits naturally with the organisations values, practices, mission, and goals.
• Communication.– Communication is fundamental to
achieving mentoring excellence and positive mentoring results. Its effects are far-reaching; it increases trust, strengthens relationships.
– It creates value, visibility and demand for mentoring.
• Value and Visibility.– Sharing personal mentoring stories,
role modelling, reward, and recognition
– Leaders who talk about formative mentoring experience, share best practices, and promote and support mentoring
The Eight Hallmarks of a Mentoring Culture
• Demand.– When it is present, there is a
mentoring buzz, increased interest in mentoring, and self-perpetuating participation
– Mentors become mentees and mentees become mentors.
• Multiple Mentoring Opportunities– In a mentoring culture, there is no
single approach– couple group mentoring with one-
on-one mentoring; the learning from one reinforces the other.
• Education and Training– Continuing mentoring education
and training opportunities are strategically integrated into the organization’s overall training and development agenda.
– Existing training platforms support mentoring and vice versa.
• Safety Nets– Safety nets provide just in time
support that enables mentoring to move forward
– Review and gain feedback, have open meeting with regard mentoring.
Leadership
There are 3 types of leaders in my view
The three leaders
• Trait Theory– Some personality traits may lead people naturally into
leadership roles. This is the Trait Theory.– Small number of people– True leaders are rare– This is because the combination of skills, personality
and ambition essential to leadership are difficult to develop and exhibit
The three leaders
• The Great Events Theory– A crisis or important event may cause a person to
rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
– We may not known we have it, but through a crisis it comes together
The three leaders
• Transformational Theory– •People can choose to become leaders. People can
learn leadership skills. This is the Transformational Leadership Theory.”
– The Transformational Leadership Theory is the one I believe is correct for most leaders today. This belief forms the basis for my thinking about leadership.
So how to become a leader
• The first, and most important characteristic, of a leader is the decision to become a leader
• Leaders decide that they want to provide others with vision, direct the course of future events and inspire others to success
• Leaders people follow are accountable and trustworthy and there don’t blame others for there mistakes.
Leaders have followers
• Followers need to believe that, at the end of the journey, they will be recognized and rewarded for their contribution
• The leader must help followers answer the question, “What’s in it for me”?
• Successful leaders are honest about the potential risks
• They communicate information clearly
Positional Power
• CEO, Department Head, Business Founder• Leadership qualities combined with positional
power magnify the ability
Question for you allDoes positional power make you a great
leader?
Employee Motivation
But its not all about the money
Motivation• What do people work for?• Love• Personal Fulfilment• Accomplish Goals• Meaningful• Meeting people• Challenge• Interaction
The reasons for working are as individual as the person.
Bottom line, however, is that almost everyone works for
money
Whatever you call it: compensation, salary, bonuses, benefits or remuneration, money pays the bills.
Money provides housing, gives children clothing and food, sends teens to college, and allows leisure activities, and eventually, retirement. To underplay the importance of money and benefits as motivation for people who work is a mistake.
If you provide a living wage for your employees, you can then work on additional motivation issues. Without the fair, living wage, however, you risk losing your best people to a better-paying employer.
But that’s not what its all about?
• Money makes us go to work, but it does not make us work?
• People don’t leave for money, we have to pay people a fair wage, but there never leave for money, there will not look for other work because of money, therefore there don’t leave for money.
You the Manager that’s the Secret
The keys to financial success and a profitable business are not the strategies or the systems of the firm. The character and skill of individual managers, who practice what they preach, and recognize the manager's role in coaching employees
Its all about the Managers
• If a business wants its people to make a lot of money for them, then it must set high standards and give employees something they can get excited about. These employees must be managed by someone who is trustworthy, cares about people as well as the business, and acts with integrity.
Key employee retention is critical to the long term health and success
of your business
Employee Retention
Please Note
• The Baby Boom• Aged 40 to 58 the baby boom• Aged 25-34 generation X
• World wide problem, over the next 10 years more people will retire and there will be less workers.
Employee retention is one of the primary measures of the health of your organisation. If you are losing critical staff members, you can safely bet that other people in their departments are looking as well.
THIS COURSE WILL HELP
Everything we are doing will help with keep the right people
THE BIGGEST MISTAKES
lack of clarity about expectations,lack of clarity about earning potential,
lack of feedback about performance,failure to hold scheduled meetings, and
failure to provide a framework within which the employee perceives he can succeed.
How much money would you like to safe in your department?
So a question for you
How much does it cost to employee a new starter
Take your role/job, what is the cost to employee you?
Cost to employee
• Write job specification• Design advert• Advertise the job• Sort through
applications• Hold interviews• Do induction
• How long does it take before you are at 100%
• How many people are part of the process
• How much does it all cost in $
Work out the followingHow long in time?, how many people?, and how much does it cost?
In your groups
Key employee retention is critical to the long term health and success
of your business
Employee Retention
FEEDBACK THE RESULTS
Paper and straws
The Game that changes
5 Paper BallsDropped at different timesHighest score wins
Tip think first about the size of your balls
Really hope you found this course interesting
Review time
My Personal Aims• Open you thoughts
– You will only get out what you put in
• Get you thinking– About you– About your role– People around you
• Ideas– Your ideas– My ideas– Group ideas
This course is designed to open you up to new ideas and concepts
Some of this course may not suit your learning styleSome of the course you might already knowSome of the course may waste your time
BUT its your choice if you wish to: -learnreviewor help
Thank you for your time, I wish you the very best in your future, professional
and personally