"SUCCESS MANTRA" # 126

TOPIC: IMPACT PRESENCE

  GAINING CONTROL – THE INNER THINKING TOOLKIT

HANDLING YOUR INNER CRITIC

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• ·         Are you your own worst critic?
  ·         Do you remember events which went wrong?
  ·         Do you brood over mistakes?
  ·         Do you ever find yourself procrastinating?
  ·         Do you ever worry about decisions?
  
  
  If so, don’t worry! We all experience the inner critic at some time or another.
   At its worst, this voice can destroy your confidence, affect your performance and prevent you from reaching your potential.
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•  Often what we hear are messages from the past which may not be helpful to the current situation. As a
• start, draw a picture of your inner critic, give it a voice and a name. Create an identity separate from your
• own. It is easier to ignore a negative voice which isn’t your own.
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"SUCCESS MANTRA" # 125

TOPIC: STRATEGY

  CRITICAL LEARNING POINTS TO ACHIEVE STRATEGIC GOALS & TARGETS

 (BY NEIL RUSSELL-JONES)

•     Be totally clear as to the vision
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•     Understand your markets and offering, as well as the competition and trends
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•     Be clear about your offering and draw up your competitive strategy for chosen segments.
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•     Do not compete where you can’t make money!
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•     Ensure that the support functions have clear goals that are aligned to strategic goals, and resources and management necessary to achieve them
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•     Put in place clear targets to measure progress towards goals
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•     Be flexible to changes in markets
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•     Add value to all groups of stakeholders – relative to their importance

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"SUCCESS MANTRA" # 124

TOPIC: PERFORMANCE MANAGEMENT

  LEADING FOR PERFORMANCE ( L.E.A.D.S  CONCEPT)

LEADING FOR PERFORMANCE

L.E.A.D.S.

Leading for performance means that you have to:

L:  Listen to others to understand their thoughts, concerns and aspirations

E:  Empower others by giving them responsibility backed up by trust, training and support

A:  Adapt to changing situations and always be ready to listen to and implement new ideas

D:  Deliver high-quality results by setting clear goals and objectives which are linked to end           results

S:  Self-understand as the more you can understand yourself and your impact on others, the         easier it is for you to manage yourself and adapt your style to bring out the best in others

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"SUCCESS MANTRA" # 123

TOPIC: NEGOTIATOR'S

What gives a negotiator power to influence events?

FUNDAMENTALS OF NEGOTIATION

POWER TO INFLUENCE

What gives a negotiator power to influence events?

● Promise of reward: You can provide something the other side wants, so they have to listen

● Threat of punishment: The apparent intention not to provide something the other side wants

● Legitimacy: Factual evidence: something that clearly weighs in the argument

● Bogeys: Something fielded specifically to give you an edge (such as sympathy)

Never underestimate or overestimate your power or theirs.

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"SUCCESS MANTRA" # 122

TOPIC: MENTORING PROCESS

How will you know that you are ready to be a mentor?

Although mentoring is a common, often unrecognized, activity, it is a form of helping that most people could develop further. Effective mentoring requires certain personal qualities and skills.

 How will you know that you are ready to be a mentor? This is an important question.You can address it in a number of ways:

● Recognise and reflect on the mentoring you do already

● Talk to other mentors

● Talk to people you have already mentored (officially or unofficially)

● Consider the differences between mentoring and management

● Consider the differences between mentoring and other ways of helping,   eg: counselling, coaching, appraisal

● Reflect upon your own experience of being a mentee

You can also address this question by comparing your attributes with those of effective mentors:

● Relevant job-related experience and skills

● Well-developed interpersonal skills

● An ability to relate well with people who want to learn

● A desire to help and develop mentees

● An open mind, a flexible attitude, and a recognition   of their own need for support

● Time and willingness to develop relationships   with mentees

Do you have these attributes? If so, you are ready to mentor.

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"SUCCESS MANTRA" # 121

TOPIC: MANAGING CHANGE

POSITIVE RESPONSE

1    Reactions will be different at each phase of the change program:

•     Uninformed Optimism: People are self-confident and positive towards the change

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•     Informed Pessimism: People start exhibiting negative responses to change; lose confidence

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•     Hopeful Realism: People start to see achievability of change; confidence starts growing 

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•     Informed Optimism: Confidence returns; people throw themselves into project

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•      Completion: People help rest of organisation; give out confidence

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"SUCCESS MANTRA" # 120

TOPIC: IMPACT PRESENCE

HANDLING REJECTION

1 We have all experienced rejection, either personally or professionally. It can make us feel devalued and affect the confidence we have in our skills. Positive energy is dynamite for impact and presence. To create it, you need to maintain your self-belief, confidence and motivation.

      

Here are 4 tips for handling rejection:

1.       Get used to handling rejection. Put yourself in situations where you expect to, or know

you will, experience it. This way, you can get used to feeling that it is unimportant. In

her book ‘Irresistibility’, Philippa Davies says, ‘The more you learn to survive the ‘no’ the

greater your courage and the more you will achieve’.

2.       Don’t be bound by fear of failure. Fear of failure can make us deliberately sabotage our

chances of success (‘No wonder I failed that exam – I did no revision.’). Try to approach

failure as a learning opportunity and next time you’ll know exactly how to avoid it.

3.       Go for it! Just imagine. If you don’t get rejected (this time) you will experience that

wonderful life-enhancing event of embracing a challenge and succeeding.

4.       Make a decision to benefit from each experience of rejection. Remember the old

saying? Don’t get mad… get even.

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"SUCCESS MANTRA" # 119

TOPIC: IMPROVING EFFICIENCY

ROUTE TO IMPROVING EFFICIENCY

1.    Understand your operation:

Do you know your operation well enough to improve it?

2.    Set the right objectives:

Do you have the right objectives to steer improvement?

3.    Improve work processing:

How can you identify non-valueadded (wasteful) activity?

How can you remove it?

4.    Increase capacity

Are you meeting demand?

What action(s) can you take?

How efficient are your resources?

5.    Continuously improve

Do you have a systematic approach to constant improvement?

6.    Check customer perception  

How effective have your efforts been?

How can you tell?

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"SUCCESS MANTRA" # 118

TOPIC: DECISION MAKING

SOME DECISION-MAKING ERRORS

Research has identified a few very common errors or points to watch out for when making

decisions, in particular:

● Haste - not to be confused with speed. A decision is made before the facts are

available or without taking the facts into account. Decide in haste - regret at leisure.

● Narrow perspective - often results in addressing the wrong issue because the real issue

has been pre-judged or confined within a framework of analysis that is inappropriate.

● Over-confidence - either in the decision itself or, more commonly, in the

understanding of the issue and facts.

● Rules-of-thumb - relying on rough frameworks or shortcuts for important decisions

instead of carrying out adequate analysis.

● Filtering - screening out unpleasant findings or those that do not support preconceived

notions or the decision you want to make.

● Juggling - lack of analytical framework and, therefore, trying to manage many

variables or pieces of information in your head.

A proper framework helps obviate these problems.

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"SUCCESS MANTRA" # 117

TOPIC: ASSERTIVENESS SKILLS

HANDLING CRITICISM

Criticism is useful because it provides feedback on the effects of your behaviour, and you

can decide on whether or not it is beneficial to you. Sometimes criticism is malicious,

unjustified or just plain wrong. Here is a basic procedure or checklist to help you deal

with it.

1. Is the person qualified to make the criticism; do they know you well enough?

2. Is the behaviour being criticised something it is possible for you to change?

(Remember, it is almost impossible for you to change your personality. If you are

naturally ‘shy’ or ‘independent’ that is the way you are and the other person will

have to accept it. You can only change your behaviour).

3. Are you conscious that you do what is being criticised? If not, monitor yourself as

to how often and in what circumstances the behaviour occurs.

4. Does your criticised behaviour occur frequently enough to warrant your attention?

5. Are the results of your criticised behaviour significant enough to warrant your

attention?

6. Reflect on why you might behave in that way - what benefits or disadvantages

might there be for you in continuing with it?

7. Think whether or not you wish to change your behaviour; what would be the

advantages to you?

8. Make the decision whether or not to change, and act on your decision.

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