Spent the day with 10 people from a global consultancy firm, looking at ways to build teams, how to creatively solve problems to make better decisions and finally how to handle difficult people assertively.
The sessions all lasted 90 minutes and the delegates did a lot of deep thinking to help them make good action plans for the future.
A very enjoyable day…
Have spent the last 2 days with 11 managers from a global FMCG brand working to improve their presentation skills…
We first started by delivering our personal introduction to the group, this set the benchmark and each individual delegate received feedback from the group and myself.
We went on to look at a three step process, Prepare, Build and Deliver.
In the Prepare stage we looked at how to identify the key objectives for our presentation and how to make sure our message is communicated at the right level and using the right VAK language for our audience. We finished looking at what we want the audience to Think, Feel and Do as a result of our presentation. Delegates then delivered group presentations describing how to deliver presentations that appeal to each of the VAK preferences and again received feedback.
Once we understood all this we began to pull the information together which moved us into the Build phase. We looked at how to use PowerPoint, flip charts and samples etc. We then looked at the structure of a presentation and how to order our information so if flowed and engaged our audience, finally we looked at the story telling aspect of presentations and delegates prepared and delivered a short presentation linking three random pictures to a story about working for their company. Once again they received feedback.
It was clear to see much improvement already.
On day two we looked at how to handle nerves before entering the Deliver phase presenting 5 minutes of a business presentation before getting feedback and then working to improve the slides used.
Once this was complete we looked at the final part of the presentation which is how we use our bodies, voices and eye contact to engage and enthral our audience before doing a final group presentation about how to use all of this to deliver a rousing presentation about how to get the best from life.
All delegates left with actions and much more confidence.
Some of them are even looking forward to their next presentation!
Working for a major automotive manufacturer with a group of managers looking at how to ensure we get the right people, with the right skill set to join our business… We started by looking at how we are currently recruiting people, before breaking the whole process down into its component parts. We started by looking at Job Descriptions and how to create them based on essential skills, desirable skills and those that can be trained. This was then compared to some job adverts to see if they would attract the right candidates. We then explored where and how to place the adverts to ensure maximum exposure and ensure they were legal. We then identified advantages of using application forms to speed up the initial sifting and short listing. We then began to look at the interview process and the skills required and created the right environment, process and questions, before trying them out. Finally we looked at how to induct the successful applicant into the role so they become productive quickly and stay with the business for a long while. I highly interactive course enjoyed by all, each delegate left with a set of actions to ensure they achieve their goals…
have spent the last couple of days working with Sales managers from a global packaging company for the second and final part of this programme…
We started out by discussing how the performance management processes we designed in our last meeting had been implemented and identified any additional tweaks that could be added to them.
We then moved on to tackle the thorny issue of Time management, this is a real misnomer as it is not possible to manage time, we can do nothing to stop its progress in any way, however what we can do is manage ourselves and the decisions and priorities we set to maximise our effectiveness.
We used the Covey matrix to help us first identify which tasks were urgent and which were important and then used these to decide which tasks went into which of the quadrants.
From here on we looked at tools and techniques to minimise the time spent in quadrants III and IV so that we could spend more time in quadrant II.
We identified tasks that we proscrastinated about and resolved them, this reduces quadrant IV tasks before moving to on to identify tasks that should be delegated or declined assertively to minimise time in quadrant III.
This gave use time to plan and prioritise in quadrant II, plans were developed and broken down into small chucks and the diarised to ensure they happened. Thus minimising the time spent in quadrant I.
We finished up by focusing on coaching and using the GROW model developed our skills in this area, this valuable tool will help with delegation of tasks from quadrant III to ensure they are done well and on time.
A great use of our time…
Have spent the last 3 days with some senior managers from a global FMCG company who’s products include chocolate!
We are working towards ensuring a new 6 step sales process is rolled out successfully across Pakistan, we stared by understanding the skills and behaviours of great facilitators before starting to build these skills.
Every delegate presented themselves to video throughout the course and they improved each time, they went from reading slides to building compelling and engaging presentations that stretched delegates and changed their behaviours.
All delegates left with action plans to ensure the new skills get used going forward.
I know the roll out will be successful…
Have been working with 12 leaders from a global manufacturer of electrical equipment looking at ways to communicate more effectively as a leader …
We started by understanding what a leaders role is and the pressure that they operate under, before moving on to look at ways to communicate more effectively and Spark changes in behaviour in our teams.
We looked at personal and practical needs and the role they have in communication and driving performance.
Then we dug deeper into the 5 key principles that satisfy personal needs and measured our current levels of flex.
We made some commitments to develop more flex and use the different principles consciously.
After this we looked at the interaction essentials model to manage practical needs whilst still satisfying personal needs, this enables us to have conversations that deliver results.
Finally we looked at feedback and a model to give both praise and development feedback.
All of this in just 4 hours, a great use of time and resource…
Have spent the last few days of September working from my office developing g training for two major clients, it is the least glamorous part of the training process yet it has to be done and the harder you work the better it is…
Have spent the last two days working on module three of the Growth Academy with a global FMCG brand which looks at the tools and techniques used to solve problems and make the right decisions quickly…
We began by identifying some pressing problems that already exist in the organisation before looking at the four step process to solving problems.
As we went through each step we selected one of the problems to apply the tools to so we first Understood the problem, then Developed solutions using many different creativity techniques.
Once this had been done we used several tools to fully explore the Feasibility, Suitability and Acceptability of the final decision.
We then finally look at at ways to ensure that the decisions we Implemented and Evaluated so that the problems were solved and did not return again.
We managed to solve many problems during the course and I am sure the delegates will solve many more back at work…
A very practical and useful two days…
Today I am working with a large group of team leaders for a premier exhibition centre in Dubai…
We are working to find ways to ensure team briefings are always effective as well as being shorter, whilst still ensuring that the events are executed as expected.
We start by understanding what briefings are, when we should have them, what should be covered and who should be there, before moving on to look at how we communicate so that a clear and consistent message is delivered to all.
We then built our own briefing plans and used them to brief our fellow delegates.
We finished up looking at ways to use the briefing to also motivate and engage the team so they all work together effectively.
I highly interactive and entertaining day, all delegates left with a fresh perspective and lots of new actions to take…
I am spending the day with managers from a global consultancy, delivering 3 different espresso sessions…
The first one focussed on identifying motivational preferences of team members and creating the right environment for them to thrive. There are two axes one of them looks at our motivational preferences, desperation or inspiration and the second axis looks at our drivers which are either internal or external.
This generates 4 different styles all of which need different approaches. We moved on to look at how the environment helps each of these preferences to thrive and how we as managers can create the right environment for all team members.
This can be challenging and all of the delegates found the motivation to plan to handle them!
The second session looked at ways to Forge teams and also cross functional project teams. We focussed on the things that either refuel or defuel the team energy, before finally asking ourselves, what can I do and what can WE do to forge better team relationships.
The final session helped delegates seize new opportunities, we started by identifying what good can come from finishing second, before going on to identify what finishing second meant for us and out teams, we then conducted a SWOT analysis of our teams to understand how good we were at seizing opportunities, we then looked at what stopped us following through on them before hunting for hidden opportunities and setting goals to capitalise on them.
All three sessions left delegates with a lot to think about and much to do.
A great day for all…