11 one day masterclass (Стивен Манн)

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

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

Having Self Belief

Re-CAP

Taking Personal ResponsibilityTaking Action

Involving OthersPlanning Your Priorities

Defining your GoalHaving Self Belief

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