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LEADERSHIP EFFICIENCY AND EFFECTIVENESS

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Leaders only have so much leadership capital to go around; therefore, it is essential that they recognize the best way to prioritize it. While there is some lack of control in how this is handled, good leaders can regulate their reactions to various behaviors and events.

Leaders often get into routines that do not necessarily produce the right results. Leading “inside the box”–the Leadership Matrix box– helps leaders take a more thoughtful approach to leading their teams: They can reduce the burden of leadership while also getting the best out of themselves and their teams. By categorizing behavioral characteristics, leaders can adapt their leadership styles to change those behaviors when necessary.

WHAT IS THE LEADERSHIP MATRIX AND HOW DOES IT HELP?

Because the different types of team members require varying degrees and types of leadership, leaders must be deliberate in their approach to allocating their leadership capital. Smart leaders proactively determine how to invest their leadership capital instead of dedicating it to the most pressing issues. If leaders takes on every crisis themselves, the team members will never learn to solve problems on their own.

Leaders determine where to invest leadership capital by analyzing how much input it takes to obtain the desired output. The Leadership Matrix is essentially a 2×2 grid with four boxes that describes different types of team member behaviors. Output (team member results) is plotted on the left side and input (leadership capital invested) is plotted on the right. The upper-right corner with low input and high output represents the most desired team member classification. Different leadership techniques can be used to move team members toward that ideal.

THE INPUT AND OUTPUT OF TEAM MEMBERS

A simple investment exercise can help leaders decide where their time should be spent. Each team member is evaluated on his or her response to 12 leadership services, which are divided into four categories:

1. Directing–planning, prioritizing, and coordinating.

2. Doing–deciding, motivating, and clearing.

3. Delivering–monitoring, correcting, and repairing.

4. Developing–training, coaching, and promoting.

If a team member takes up too much of a leader’s time for any of these services, he or she is assigned a “yes” in the grid for that particular trait. People who have seven or more “yeses” are considered high input on the leadership matrix, while those with fewer than seven are considered low input.

Leaders should hold team members accountable for the results they achieve, not the activities they perform. To assess members’ output, or the results that contribute to team goals, a leaders should consider four elements:

1. Quantity: Do they do all that is asked of them?

2. Quality: Does their final work meet expectations?

3. Timeliness: Do they meet deadlines?

4. Intangibles: Do they improve team morale? Do they improve relationships with stakeholders?

To assess these elements, leaders should create a grid with a high, medium, and low column for each one of the four categories. All “highs” receive two points, mediums receive one point, and lows receive no points. Overall results should be added to the Leadership Matrix.

THE LEADERSHIP MATRIX

After plotting each team member onto the Leadership Matrix, four possible behavioral types can be identified, and within each type are two subcategories:

1. Low Input/High Output: Also called Exemplars, workers in this group are huge drivers of performance and are ideal workers. A leader’s first goal with exemplars is retention. These are the shining stars of the organization and should be kept happy, so a leader has the responsibility to advance their careers and to keep them within the organization. A leader’s second goal is to decrease the amount of time spent on Exemplars. They are so self-sufficient that they should allow leaders to spend their leadership capital elsewhere. Exemplars can be divided into:

*Rising Stars: Those who want to move up the corporate ladder. Leaders must let Rising Stars know that it is okay for them to look for larger roles within the organization; leaders should never try to stifle them. Leaders should also help prepare them for their next roles.

*Domain Masters: Those who are experts in their field and are content to stay where they are. Domain Masters are excellent workers and a pleasure to manage, but are not on the fast track at the moment, perhaps for personal reasons. Leaders should ensure they feel valued in their current roles, and that they always have the resources they need. Leaders may need to occasionally take the heat for Domain Masters during controversial

actions. Good training and mentoring is also essential. Micromanaging Domain Masters is a mistake. While they are easy to lead, they should be allowed some freedom to do what they do best.

2. High Input/High Output: These workers are top performers, but need a lot more assistance from their leaders to achieve. They are therefore known as High-Cost Producers. While very valuable to a team, they can create hassles in the work process. Leading these people requires carefully balancing their somewhat disruptive behavior with their stellar results. With High-Cost Producers, leaders should focus on cost reduction. Leaders need to teach them to solve their own problems and encourage attitudes and actions that keep them from engaging in less efficient behaviors. High-Cost Producers can be categorized into:

*Steamrollers: Those who often destroy team morale. Steamrollers get results, but often do so at the expense of others. They are often controlling and bossy and are not at all accommodating to other team members, among whom they cause a lot of stress. Leaders should manage Steamrollers by reducing friction. A leader should gather feedback from others on a Steamroller’s behavior and address it as part of the normal performance review process. The leader should ensure that the Steamroller understands the importance of active listening and reading social cues, and set clear goals and deadlines for learning these skills. Such behavior changes should be connected to the employee’s goals and objectives.

*Squeaky Wheels: Those who just need a lot of hand-holding. Squeaky Wheels execute tasks with vigor, but they rarely have the initiative to identify those tasks or the ability to accomplish them on their own. They also tend to complain frequently or want to discuss issues more than they need to be discussed. They need constant approval and positive feedback. Because they can take up so much of a leader’s time, they also require set boundaries. Leaders of Squeaky Wheels must learn to “wean” them. Instead of having an open-door policy, a leader should arrange scheduled meetings with this type of person; the Squeaky Wheel should also be required to provide an agenda, so the leader has no surprises and can adequately prepare in advance. These workers should not be given assistance every time they ask; rather, leaders should encourage them to try other solutions on their own before asking for assistance.

3. Low Input/Low Output: Because these workers simply do not pull their weight, they are also known as Passengers. They do not require a lot of assistance, yet they do not perform well either. Their costs outweigh their contributions. They take up valuable space on a team that could be filled by others who are higher producers. A leader’s goals in investing in Passengers are to see an increased amount of input from them, build their skills so they become either High-Cost Producers or Exemplars, and show the rest of the team that expectations are high for everyone. Passengers are generally:

*Stowaways: Those who are just working to get a paycheck. Stowaways do not cause problems, but they also do not add much value. No one thinks of a Stowaway as the “go-to” person for anything. Leaders should manage Stowaways by engaging them. They must clarify their expectations of Stowaways, who should be held accountable for meeting these expectations. Job descriptions should be updated and accurate. To get a Stowaway to produce acceptable results, leaders should increase the time they spend with them and better structure their interactions together. Regular meetings in which the Stowaway does most of the talking by updating the leader on his or her progress are essential. The leader should note what projects and tasks excite Stowaways and ensure they receive more of those. Because Stowaways often go unnoticed, it can be more difficult for a leader to see how their lack of productivity affects the team. But with increased supervision, Stowaways can be converted to Squeaky Wheels (until they gain self-sufficiency) or Domain Masters.

*Joyriders: Those who exert energy only on tasks they want, rather than need, to do. Joyriders are the opposite of Stowaways. They tend to be loud and have a lot of ideas; however, their ideas are never the right fit. They also tend to focus on ideas that have nothing to do with their own responsibilities. Leaders would do well to refocus Joyriders, who are masters at avoiding their own duties. By creating structure, leaders can prevent Joyriders from becoming distracted with special projects and instead focus on their jobs. If this does not work, finding them a new position within the company or even putting them on a formal performance improvement plan may be necessary. Joyriders may always appear to be busy, but must be reined in and refocused when results are not achieved. Challenging them and channeling their energy can move Joyriders to High-Cost Producers.

4. High Input/Low Output: Also known as Detractors, these workers require a high amount of assistance and do not generally perform well. Detractors take up time and cause a lot of stress. They not only underperform, but they also make others’ jobs more difficult. Leaders should spend two to three months improving the performance of the Detractors and ensuring these workers understand the urgency of their situation. Leaders should be honest with them about their performance. Those who do not rapidly improve should be redeployed or even removed from the organization. Detractors can be considered:

*Square Pegs: Those who do not have the skills required. Square Pegs simply do not fit in their current roles. The leader’s approach to a Square Peg should be to fill any skill gaps. Time should be spent on training and coaching Square Pegs to get them up to speed. Progress may be slow, and they may progress into being Squeaky Wheels at first, but many Square Pegs can end up as Exemplars if given the time.

*Slackers: Those who have the skills but not the will. Slackers tend to care more about what others are doing than themselves. The key to leading Slackers is to unlock their motivation. While they are generally smart and capable, they tend to avoid applying themselves. Leaders need to be honest with Slackers about their lack of performance. Sometimes one discussion may be enough to turn them around. If not, a more formal performance improvement plan may be necessary. Leaders should not avoid investing in Slackers. The faster they are dealt with, the better.

EXECUTING THE PLAN

After everyone on the team has been placed within the matrix, a leader should go through a five-step process:

  1. Note where each team member falls on the matrix.
  2. Develop a plan for each team member to improve his or her performance.
  3. Discuss the plan with every team member.
  4. Work on the plan.
  5. Measure results and modify as needed.

Leaders should make it a habit to document team-member behaviors; this will make follow-up meetings much easier. Prior progress reviews and feedback documentation should also be taken into consideration.

When building the plan, leaders should start by documenting the highest-priority behaviors to be changed. It is difficult for a person to change many things at once, so prioritizing is key. The plan must be agreed to by the team member. A leader cannot dictate change if the other person is not on board.

Both the leader and the team member are responsible for the actions dictated by the plan. The leader should be prepared to assist in training and coaching the team member. Constructive criticism and positive feedback are equally important during the process. The leader should also regularly step back and look at all behaviors to see if satisfactory progress is being made, if priorities should be changed, or if goals have been met.

Sometimes team members just cannot meet the expectations set out by the Leadership Matrix. In such cases, it may be time to reevaluate whether the employee should remain on the team or with the company.

APPLYING THE LEADERSHIP MATRIX TO TEAM SITUATIONS

The faster that leaders can implement the Leadership Matrix, the faster their teams will reach stable and profitable results. When assuming responsibility for a new team, a leader can use the Leadership Matrix to better understand the way the team works. Once the team is stable, the Leadership Matrix can help the leader identify and more deliberately invest in the higher performers.

Leaders who are promoted to take over their existing teams may be in an awkward position. The Leadership Matrix can help leaders to be more objective in deciding where to spend their time and energy.

In a situation where a team is developed as the result of reorganization, leaders are often faced with managing team members they have never worked with before. And as responsibilities change, team members may change from high performers to low performers. The Leadership Matrix can help leaders assess the new team dynamics appropriately.

When facing a crisis, such as a round of layoffs, the Leadership Matrix can be used to determine who stays and who goes. It can also be used to help reassign work once the team is smaller.

EMBEDDING THE LEADERSHIP MATRIX IN TALENT PROCESSES

The Leadership Matrix does not replace any human resource or talent management processes–rather, it is a tool that can enhance those processes. Incorporating the Leadership Matrix is particularly effective in the following four talent management areas:

1. Hiring: During the hiring process, leaders should ask questions of the candidates that help them determine where in the Leadership Matrix they may fall.

2. Development planning: The Leadership Matrix can help find gaps in team members’ skill levels, which will help determine what areas to focus on when setting developmental objectives.

3. Succession planning: Good succession planning minimizes the time a position remains vacant. It also highlights positions that could become vacant because of performance issues. The Leadership Matrix can identify the Rising Stars that may be ready to advance to these positions should they open up.

4. Career pathing: People want growth opportunities. The Leadership Matrix can help identify where and how team members should be moving within the organization.

Regardless of which process the Leadership Matrix enhances, the more it is used, the more intuitive it will become.

Be Strong

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In Stronger, George S. Everly Jr., Douglas A. Strouse, and Dennis K. McCormack discuss people’s ability to overcome adversity and develop resiliency. They focus on five core factors of personal resiliency: optimism, decisive action, moral compass, tenacity, and support. Because people’s responses to their situations matter more than the situations themselves, resilience is an important trait for any person in any situation. Much of the data for the book came from observations of the norms of the Navy SEALS and their unique training to build resilience, as well as scholarly reviews and the authors’ personal and professional observations.

ACTIVE OPTIMISM AND THE SELF-FULFILLING PROPHECY

Resiliency is the ability to bounce back from adversity and make good decisions, even under pressure. Regardless of what causes pressure, some people are able to respond in ways that help, rather than hurt, them. However, with intentional practice, all people can control how they respond to negative events by retraining their brains. The first step to retraining is optimism, or the lens through which people view the world.

Optimists take positive views of their situations and expect the best. Because of this mind-set, they tend to be happier and more successful than pessimists. Their hope and belief that things will go well allows them to see opportunities in adversity. Unlike pessimists, they have different interpretations of setbacks, and their responses to failure impact their resiliency.

Entrepreneurs, who are risk takers with new ideas, are usually optimistic. Because they have the characteristic of active optimism, they do not see risk-taking in a negative light; instead, they believe they can make things better. They persist in their actions and try again when they fail.

As optimists find success, they better understand what it takes and continue the actions that made them successful. The result is a self-fulfilling prophecy that demonstrates how much a person’s state of mind really matters. But self-fulfilling prophecy will become negative if people use it to predict failure. Belief systems are related to individual performance.

Active optimism is not necessarily an inherent personality trait. It can be developed through four modes of learning:

1. Personal attainment. Taking action and achieving some small success helps reverse negative feelings from previous failures and increases optimism. To keep from being overwhelmed, people should start by breaking down big ideas into small, doable tasks and not being afraid to ask for help.

2. Observation. Watching what others do can help motivate people to take action as well. Also effective is seeing other people be successful and belonging to a successful group, as members expect one another to become successful.

3. Encouragement. People need positive support networks in which to share their dreams. With a mentor or a like-minded group, people feel more connected, and connection is a powerful influencer of resilience.

4. Self-control. Thoughts are powerful, and thinking positively is a must for developing optimism. How people interpret their physical responses (e.g., increased heart rate) to specific situations can impact what happens next. If they interpret a response as anxiety, they will practice avoidance; if they interpret it as anticipation, they will be more inclined to put that energy into positive action. Learning calming techniques and using biofeedback can help people regulate physical responses and feel in control, which conveys confidence.

THE COURAGE TO BE DECISIVE AND TAKE PERSONAL RESPONSIBILITY

Those who are able to act decisively often reap the rewards of their actions, whereas hesitancy can lead to defeat. Consider Winston Churchill’s actions during the Dunkirk evacuation in World War II . Rather than evacuating wounded soldiers first, he made the decision they would be last because able-bodied soldiers were needed as long as possible. This counterintuitive action mitigated additional adverse effects of the war.

Decisiveness is also proven to help people bounce back from adversity associated with health. A study of nursing home residents in 1976 revealed that residents given responsibility and the authority to make decisions regarding their care were more active and happier overall. These results were still present even 18 months later.

Decisiveness is a quality clearly seen in good leaders. George Masi is the executive vice president of Harris Health System, the third largest hospital in the nation. Many of his lessons about resilience were learned during his 27 years in the Army. During that time, he was in charge of a field-training exercise to test the team’s capacity for combat operations. When it came time for a real-life scenario, the team was deployed but failed in its mission. Masi believed this failure was because his team had not been trained properly by the previous leader and asked for more time for training. Rather than only seeing failure, he wanted to learn from the mistakes and was not afraid to address the problem at the core.

Personal responsibility takes courage during times of failure, but enables people to also take credit for success. It also earns the respect of others who see decisiveness during and after adverse events as evidence of courage and strength. Others will begin to make assumptions that these are people who have the capability to take decisive action in other areas of their lives.

Taking personal responsibility and increasing decisiveness is not easy, but people can become more decisive by:

*Realizing that failure is simply part of the process; the response to failure is what matters.

*Surrounding themselves with advisors who appreciate their differences and can support their decisions.

*Breaking down large tasks into smaller pieces, which makes it easier for people to decide the next step.

*When approaching problems, first evaluating the needs, causes, effects, and actions before diving right in. People should not make decisions blindly.

THE MORAL COMPASS: HONESTY, INTEGRITY, FIDELITY, AND ETHICAL BEHAVIOR

A moral compass guides the actions people choose and is based on meeting the needs of the greater good. One aspect of the moral compass ishonesty. An example of a wavering moral compass was seen with Lance Armstrong, who started his professional cycling career in 1992. In 1996, he was diagnosed with cancer from which he recovered. When he returned to his career in 1998, he had the support of legions of fans who admired his spirit. However, in 2012, as a result of doping charges (which he initially denied), he was banned from the sport. Armstrong justified his usage by stating others were doing the same thing.

A different scenario occurred with golfer Brian Davis. In a championship game, he called a penalty on himself. Since the official did not see Davis’s error, they watched the action in a slow-motion replay, which revealed it. Although his honesty cost him the game, his demonstration of integrityearned him the respect of colleagues and fans.

Fidelity describes people who demonstrate faithfulness. In May 2013, Edward Snowden leaked top-secret papers about Internet-surveillance programs. Some felt his actions were wrong. He defended himself by stating his intent was right because he wanted to inform the public about questionable actions of the government. The answer to whether he acted with fidelity depends on who is asked.

George Everly Sr.’s family came to America in the late 1600s and farmed for 300 years. Although farming was a long tradition in his family, he chose to attend college and join the Army. When he spoke of his service in WWII, he focused on duty and camaraderie rather than the stories of destruction that are inherent in any war. When he was offered a D-Day medal in 1994, he was reluctant to accept it because he was simply doing what he said he would do, being guided by his moral compass. This is a sharp contrast to today’s modern world, where many people expect a trophy just for showing up.

Ethical behavior is demonstrated by people who do the right thing. It is a natural response for those who operate with honesty, integrity, and fidelity. Tylenol demonstrated ethical behavior in 1982, after seven people died from taking their capsules. When it was revealed that those tablets were laced with cyanide, Tylenol recalled all the products still on the market. They also implemented tamper-resistant packaging to prevent this from occurring again. Although the financial costs were huge, Tylenol become known as an ethical brand.

People who are not comfortable with their past actions can form a new moral compass by:

*Believing in themselves. People must realize that they can act with a moral compass. When they make an effort, they will eventually find that honesty and integrity become intrinsically rewarding. When reward results from an action, it increases the likelihood of that action occurring again.

*Surrounding themselves with people who operate with honesty and integrity. Individuals who operate with a moral compass encourage others to do the same. Spending time with such people makes it natural for all members of the group to operate with a moral compass.

*Receiving encouragement and support from others. A peer group is important beyond the teenage years and needs to be composed of quality people.

*Learning to manage impulsive behaviors. This helps people develop a better sense of control and reinforces the positive actions they are capable of. Small successes helps people believe they can have even more success.

RELENTLESS TENACITY: TRY, TRY AGAIN

Resilient people do not give up when they do not achieve immediate success. Rear Admiral Garry Bonelli, a Navy SEAL, enlisted after dropping out of college. Being a SEAL requires rigorous training, including physical tests. When Bonelli failed the 1.5 mile run by a few seconds, he immediately asked for the opportunity to do it again. Although his score was worse the second time because of fatigue, he was accepted into his unit because of his tenacity.

Patrick Rummerfield is a living miracle. At the age of 21 he was in a horrible car accident, was told his death was imminent, and at best he was a quadriplegic and would never walk again. Going against his doctor’s advice, he began an intense physical therapy program and become the first fully recovered quadriplegic. As if that was not enough, he also competed in an Ironman triathlon in 1992. He states the key to his recovery was never, ever giving up.

People who believe they lack such personal tenacity can build it up through several methods:

*Persevering to attain small successes, which help tenacity become self-sustaining.

*Learning about tenacity by reading stories about people who have it, such as Bonelli and Rummerfield.

*Creating a team that supports their efforts, which makes reaching a goal much more doable.

GAINING STRENGTH FROM THE SUPPORT OF OTHERS

When people bond together over shared beliefs, they are able to build resilience among the group members. Interpersonal support is a requirement for building resilience and is demonstrated in the stories of Donald Gene Tyson and Erika Brannock.

Raised on a small farm, Tyson quit high school to join the navy at 17. Although he failed the written exam, he begged for an opportunity to be accepted with his friend, who enlisted at the same time. The navy chief relented and accepted him. Later, when facing a disciplinary hearing for under-age drinking, Tyson answered truthfully and performed his sentence; his division officer then had the incident expunged from his record. Being supported by an authority figure helped Tyson believe he was worth investing in. His went on to become a SEAL, even though he initially did not know how to swim, and earned a college degree. Tyson credits the attitude and the support of others for his resilience.

Excited to watch her mother run in the Boston Marathon in 2013, Erika Brannock was standing near the finish line. Unfortunately, she was close to one of the two bombs planted by terrorists when it exploded. When she woke up in the hospital, she learned they had to amputate her legs. Shocked and saddened, Brannock quickly decided that being miserable was not an option. After initially feeling isolated and defeated, she used humor to cope and made a choice to focus on what she had, which was the encouragement and support of the people in her life, rather than what she lost.

Group support does not just happen, but it can be built because of five elements that lay the foundation for interpersonal reciprocity:

1. Direct reciprocity, or quid pro quo. One person helps another, knowing that someday help will be given in return.

2. Spatial selection. People help others they know through proximity.

3. Genetic selection. People help out others they are related to.

4. Indirect reciprocity. People help, not expecting something in return, but because they admire something in a person.

5. Group selection. People choose to help because they are unselfish and wish to benefit the “greater good.”

Surrounding oneself with positive people is an important step for building group support. Those who lack a personal support system can build it by:

*Seeking out people with similar attitudes and compassion.

*Being appreciative and showing gratitude for what others do.

*Being patient with other people.

*Not taking things personally and recognizing that some people are simply rude and inconsiderate.

*Listening more than speaking. This includes being 100 percent present rather than trying to multitask and giving only partial attention in a conversation.

*Asking “Why am I talking?” before adding something to a conversation.

*Paraphrasing what is heard so far in a conversation to ensure there is understanding.

Although social support is represented by a group of people who surround one person, it also applies to an entire community. Healthy communities are those that learn to adapt and build capacity for long-term sustainability. In fact, studies of community resilience following a trauma or disaster credited six factors:

  1. Members of the community being connected.
  2. A sense of cohesiveness and group identity among members.
  3. Swift psychological care or intervention.
  4. Honest, open, and accurate communications among all members.
  5. Respect shown regarding personal loss, and acknowledgment of survivors and heroes.
  6. Leadership.

In such communities, resilience must be an integral part of the atmosphere and culture.

LESSONS LEARNED ABOUT HUMAN RESILIENCE

The five key factors for resiliency occur in order because each factors leads to the next:

  1. Active optimism results in self-confidence, which leads to…
  2. Taking decisive action and making hard decisions that are based on a…
  3. Moral compass that address integrity and ethics, which employ…
  4. Determination to seek out hidden opportunities with …
  5. Interpersonal support from a positive network.

Practice is required for each factor in order for people to find success. It starts with focusing on the positive aspects of events. Switching from a negative focus to a positive one requires some help from role models and encouragement from others, as well as the self-control to problem solve appropriately. People who do not identify themselves as resilient today can be hopeful about developing it.

COACHING PRINCIPLES

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Believe in Human Potential for Greatness

First and foremost, coaches need to believe that all people have special gifts that make them uniquely magnificent. Belief in human potential is absolutely essential to helping people maximize their talents. This belief needs to persist despite initial evidence to the contrary, despite mistakes and difficult circumstances. Even subconscious doubt could increase the chances of negative outcomes.

https://prismphilosophy.com, leading Coaching and Corporate training firm

Fulfillment Flows from Adding Value to Others

Coaching helps clients improve their lives and experience fulfillment through goal achievement, problem solving, learning, and overcoming limiting beliefs. In turn, coaches also experience fulfillment from seeing clients improve and succeed. This emotion further inspires coaches to do even better work for their clients and experience greater fulfillment.

Bring Out the Best in People and Let Them Lead

Clients who set their own goals take responsibility to deal with the consequences of their behavior. Micromanaging coaches sabotage this important element of success. Some clients are accustomed to controlling environments and need time to adjust to taking charge of their own careers. In this situation, coaches simply need to persist patiently. Coaches should maintain faith that their clients are able to find and implement solutions without over-management.

Use Influence Rather than Position

Successful coaches do not act like bosses, and successful coaching relationships are not based on positional authority. Instead, coaches use positive relational influence. The clients of these coaches take action because they want to and they see the benefits of that action, not because their coaches told them to. Coaches who are humble and work collaboratively with clients create this influence, and their clients respond in kind.

Thrive on Challenges and Flexibility

When dealing with challenges, the best attitude for coaches to have is a welcoming one. In fact, good coaches and poor coaches are separated by how they respond to challenges. Each challenge is unique and needs to be treated as such. No matter the challenge, it is vital that coaches do not personalize failures. Facing failure does not make someone a failure.

When We Grow Others, We Grow Ourselves

Coaching not only helps organizations improve but also helps coaches grow personally. Personal growth is an often-unexpected benefit of coaching others. Coaching requires excellent listening skills, belief in others, persistence, and a positive attitude: the same attributes help people become better parents, spouses, and friends.

A Coach Still Needs a Coach

Even highly experienced coaches need to have their own coaches. Coaches are constantly giving to their clients and need support. In addition, coaches without their own coaches may fall victim to their own pride or blind spots.

Maintain Authentic Rapport and Humor

Positive relationships are a necessity for coaching to work. Taking the time to build rapport at the beginning of a coaching relationship and as needed as the relationship progresses can improve client results. The key is for the rapport to be authentic. If clients suspect they are being manipulated, they will likely resist taking action.

Touch a Heart with Care and Sincerity

Coaches need to provide clients with unconditional care backed by sincerity, even when clients are not performing well. In fact, when clients are struggling, they most need coaching support. Without care and sincerity, there is no trust.

Practice Integrity and Build Trust

Trust is essential for relationships to succeed. To build trust, coaches need to demonstrate transparency and keep private information confidential. Clients need to see that coaches have positive intent and act accordingly.

Curiosity Ignites Your Spirit

Coaches need to be curious and encourage that quality in their clients. No coach has all the answers, and exploring new ground together helps strengthen the coach-client bond. It can also feel exciting for both parties.

Ask Questions that Empower and Create Buy-In

When decisions are made for people, they are less interested in completing the task. For important choices made by someone else, that lack of interest is magnified. Clients need freedom to make their own decisions. Coaches therefore need to ask empowering and motivating questions to facilitate that process and help clients develop self-confidence and avoid dependence.

Avoid Judgmental and Advice-Oriented Questions

When judgments come in the form of questions, clients immediately recognize the deceit and usually become defensive. Even well intentioned coaches may ask advice-oriented questions. Successful coaches ask truly unbiased questions that do not include suggestions.

Powerful Questions Release Solutions

Complex, roundabout questions are not helpful in coaching. Effective questions are simple and clear. Given the importance of the topics clients explore with their coaches, waiting patiently while the client formulates a response is also necessary.

Asking Great Questions Requires Practice

There are many potential mistakes coaches can make when asking questions, including asking:

*”Why” questions, which often leave clients feeling criticized. “What in this situation makes you angry?” is better than “Why are you so angry?”

*Bombarding questions, which can overwhelm clients.

*Poorly expressed questions, which clients can misinterpret.

Listen Rather Than Tell

To help clients reach their potential, coaching relies on the Socratic method, which requires excellent listening. Outstanding coaches listen carefully to what clients are saying, ask for clarification when necessary, and listen for what is left unsaid.

Be Present and Turn Off Your Inner Dialogue

Intent listening usually leaves the listener a bit tired. Removing distractions, such as noise, e-mails, and text messages, as well as becoming fully engaged in conversations are all necessary to make intent listening possible.

Avoid Jumping to Premature Conclusions

It is so easy to jump to conclusions that most people do so without even realizing it. Unfortunately, these conclusions can color coaches’ thinking and blind them to important insights. Clarification, even when it does not seem especially necessary, is an essential coaching practice.

Be Impartial and Nonjudgmental

Given the importance of acceptance in coaching, coaches need to practice both components of empathy: intellectual (understanding feelings) and emotional (appropriately responding). They also need to avoid imposing their opinions on clients.

Listen Deeply, Use Observation and Intuition

Insights result from a combination of deep listening, observation, intuition, curiosity, and great questions. Through deep listening and observation, coaches can identify patterns. Intuition will often then arise, but it is important for coaches to continue to ask great questions rather than assume their intuition is accurate.

Embrace Feedback to Triumph

Even the most self-aware clients cannot see everything about themselves; their coaches must fill in the gaps and provide feedback that comes from a place of positive intent. Like questions, feedback should not include judgments or advice. Clients must also give their coaches feedback. Coaches who view this feedback as valuable information will use it to become even better.

Awareness and Acceptance Cultivates Transformation

Lack of awareness often impedes clients’ progress. Coaches who notice patterns help clients understand past frustrations and past successes. Awareness also helps people recognize their strengths and achievements, which constant work toward new goals can sometimes obscure.

Get Consent Before Giving Suggestions

When coaches give advice, clients often feel obligated to follow it. Furthermore, what would work for a coach may not work for a client. A better approach is to give suggestions only when absolutely necessary and with client permission. The result is sustained client motivation and increased focus on creatively solving problems.

Use the Power of Simplicity

Clients usually do not see themselves and their situations objectively because they are too close to both. Coaches help clients distance themselves, determine core issues, and see the big picture, all of which helps clients more easily find the solutions they need.

Establish Goal Ownership & Commitment

Clients are responsible for setting their own goals. Coaches are responsible for supporting clients and helping them clarify their goals. Goals that work:

*Are specific and measurable

*Follow a clear timeline

*Are achievable yet challenging

*Present opportunities for personal and professional growth

Create Strategies and Action Plans for Goals

Coaches help their clients create strategies and action plans to achieve their goals. Ideal topics to explore initially and review regularly with questions include:

*The resources and sacrifices necessary to achieve the goal

*Priorities and how new goals relate to other commitments

Keep Score of Goals and Action Steps

Scorecards, which clients should create, show progress in a clear way. They keep people motivated, remind clients of their recent accomplishments, and even help them learn how they can improve their performances. Coaches can use scorecards to guide conversations about improving future outcomes.

Support Goals Completion Continuously

It can be easy to hold off on celebrating until a goal is accomplished, but doing so robs the client of the rewards of working toward a goal. In addition, setbacks can cause clients to feel bad about themselves. Celebrations and other support structures, such as follow-up calls, e-mails, and automated reminders, help keep clients on track.

Accountability Drives Accomplishments

When clients fail to accomplish their tasks, coaches need to work on understanding the reasons for the lapse while maintaining their standards. Many clients benefit from working with accountability partners, such as colleagues, in addition to their coaches.

Acknowledge Efforts and Progress

Consistent praise for efforts made toward achieving a goal reinforces clients’ motivation and self-esteem.

Published by prism philosophy

Leading Training, Coaching & Consultancy firm are prolific Human Process Interventionist specializes in Facilitation, Training, Coaching, Yoga & Wellness and OD Consultant. Founded in year 2011 as Prism Trainings & Consultancy created Prism Philosophy and now called PRISM WORLD Pvt Ltd.(www.prismphilosophy.com) Contact us at 919818446562, anubha@prismphilosophy.com, https://twitter.com/philosophyprism

Think Feel Behave

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Sometimes life’s circumstances are out of people’s control. However, how individuals think, feel, and behave as a result of those circumstances is very much within their control. It is simply a matter of learning to think, react, and respond in positive and productive ways. Sebastian Bailey and Octavius Black share scientifically based exercises and techniques anyone can use to train the mind to think positively and productively, including resetting thoughts, taking control, deepening connections, persuading others, resolving conflict, letting creative juices flow, and minimizing stress. The result is a more successful, fulfilling life.DSC_0009

RESET THE MIND

Though individuals might believe they have little to no control over how they think, react, and respond, the reality is quite the opposite. Recognizing and consciously exercising the ability to control one’s thoughts, reactions, and responses can be life-changing.

Flip the Switch on Automatic Thinking

Many people operate on autopilot, unconsciously and habitually repeating established thought processes and behaviors. This tendency can lead to dissatisfaction and a lack of fulfillment. However, individuals can lead more directed, satisfying, and productive lives by learning to focus on both internal thoughts and external conditions and then actively switching between the two realms. The steps to achieving this objective are:

*Becoming aware of one’s inner voice.

*Eliminating self-critical thoughts.

*Increasing engagement with the outside world by paying attention to one’s surroundings.

*Being present in the moment.

Think Like an Attentive Optimist

Optimists tend to see the positive in most situations and attribute negative circumstances to external forces. Pessimists tend to look for the negative in any situation and internalize responsibility for whatever goes wrong.

Compared to pessimists, optimists enjoy many benefits, such as living longer and achieving more; therefore, becoming more optimistic is a desirable aspiration. However, a little bit of pessimism can pay off ay times, especially when the decision-making stakes are high or adopting too rosy an approach compromises credibility.

Attentive optimists seek a realistic balance by taking responsibility for events while maintaining a positive attitude and self-image. The first step to achieving this balance is to identify optimistic and pessimistic traits in others and then look for these traits in oneself. The next step is to increase optimistic thinking by keeping a daily journal of good thoughts and experiences. Lastly, ongoing candid self-analysis can help an individual maintain a balanced perspective.

TAKE CONTROL

Some circumstances are beyond an individual’s control, while others are well within it. Recognizing when and how to take action are important steps in gaining a sense of control over one’s life.

Take Charge

There are two types of mind-sets: reactive and proactive. Reactive people are fearful, feel powerless to influence the course of their lives, and avoid taking action. Proactive people let go of what they cannot change, turn their attention to what they can change, and take action in a positive direction. Even small actions can make a big difference.

Taking charge of one’s life begins with understanding whether one’s own locus of control is external (reactive) or internal (proactive). Then, an individual can evaluate all possible actions available for changing a given situation and take steps toward effecting that change.

Start a New Chapter

When people say they cannot do something, most of the time they really mean they will not do it. Doing or not doing is mostly a matter of choice. Fear is often the motivator behind inaction.

Decision making takes place within the existential cycle of doing, contemplating, preparing, and experimenting. Some people never move beyond what they are currently doing in life. Others might contemplate a change, but never prepare for it. Some get as far as preparing for a change, but then decide not to make that change because of the catastrophic fantasies they envision as a result of it. Individuals who complete the cycle cross the Rubicon by committing to the change.

To effectively manage change, individuals must recognize where they tend to stay in the cycle, evaluate the benefits and drawbacks of that position, and then systematically work toward conquering their fear of change. We started new chapter of Wellness and Yoga in pandemic time. https://www.youtube.com/watch?v=mXF_6The6h0

End Procrastination Now

Procrastination can be a destructive habit, but like any other habit it can be overcome. People procrastinate because they:

*Have become complacent and over-confident.

*Are avoiding the discomfort of doing something they do not want to do.

*Fear they will fail.

*Are waiting for the right emotional climate in which to take action.

*Are performing other actions to mask the procrastination.

The first step to overcoming procrastination is to identify the motivator behind it and the form the procrastination takes. General techniques individuals can use to put a stop to procrastination of all kinds include:

*Committing to working on a project in consecutive, five-minute increments.

*Motivating themselves by setting short-term goals and rewards.

*Establishing unbearable personal consequences for the procrastination.

*Being open about their tendency to procrastinate and enlisting others’ support.

DEEPEN CONNECTIONS

Fulfilling interpersonal relationships make for a fulfilling life. Individuals have control over the quality of their relationships with others.

Get in the Right Relationship Mind-Set

Every individual has a relationship mind-set that represents that individual’s thoughts and attitudes toward others. This mind-set is developed in childhood based on a person’s interactions with caregivers. The four mind-sets are:

1. I’m Okay/You’re Okay: People, including oneself, are inherently good.

2. I’m Okay/ You’re Not Okay: An individual feels superior to others.

3. I’m Not Okay/You’re Okay: An individual feels inferior to others.

4. I’m Not Okay/You’re Not Okay: All people are bad.

The objective is to adopt the I’m Okay/You’re Okay mind-set, which is achieved through:

*Positive self-affirmations.

*Taking actions, even small ones, to improve a situation.

*Applying personal strengths as often as possible.

*Acknowledging others’ praise.

*Eliminating negative thinking.

*Creating positive explanations for others’ behavior.

*Looking for the good in other people.

*Being patient and allowing for others’ mistakes.

*Lowering expectations of others.

*Forgiving.

Bid for Attention

Relationships are built or broken based on the small, ongoing interactions people have with one another every day. These interactions can be described as bids–overtures that require a response. Often these interactions are unconscious. The type of bid communicated out and the type received back determine the quality of the interaction, and thus the quality of the relationship.

Toward bids are positive and often create a virtuous cycle of ongoing positivity. Against bids are negative and generate bad feelings. Turning-away bids express disinterest and generate hostility and defensiveness. By recognizing his or her own and others’ bid styles, a person can deliberately modify his or her bids to create more positive relationships.

Get the Best from People

Understanding what motivates others is the key to getting the maximum benefit out of a relationship. Individuals tend to fit into one of four motivational styles:

1. Carers seek harmony and want to be liked and appreciated.

2. Drivers are goal oriented and like to make things happen quickly.

3. Professionals are very thorough, analytical, and process oriented.

4. Adapters combine the other three styles to fit the situation.

Individuals who want to accomplish their goals should build upon their own and others’ strengths as well as modify their own behavior to better accommodate the other styles.

PERSUADE OTHERS

Influencing others can be challenging, because most people believe they are right. However, persuasiveness can be a very powerful tool for achieving objectives.

Win Hearts and Minds

Persuading others is based on understanding the reasons behind their thoughts and feelings and then appealing to those reasons. There are nine tactics for influencing others:

1. Reasoning is the fact-based, logical staple of influencing that is applicable to most situations.

2. Inspiring seeks to sway people based on emotion and possibilities and works well when a logical argument is weak.

3. Asking questions is an approach that engages the other person in the outcome and is effective when there is an imbalance of power.

4. Cozying up leverages an existing bond between individuals and works well with peers.

5. Deal making is an effective tactic when there is something of equal value to trade.

6. Favor asking only works well in mutually caring relationships.

7. Using silent allies is a successful tactic when the person to be influenced is fearful about risk and wants to fit in.

8. Invoking authority is a standard practice in hierarchical situations in which objectives need to be accomplished quickly.

9. Forcing is the least effective method of influence because it does not truly influence, it simply commands.

Impress Everyone

Charismatic people win others over with their personalities. Luckily, charisma is a developable trait. Techniques for increasing one’s charisma include providing hope, being passionate, establishing connections with others, matching words with actions, using emotionally compelling and descriptive language, being generous with words, drawing mental pictures that tap memories, telling good stories, injecting the element of surprise, and putting others at the center of the story.

Give Great Feedback

Building successful relationships with others requires providing authentic, positive, and developmental feedback.

Praise is one of the easiest ways to enhance interpersonal relationships, but often people are reluctant to offer it because they think it is unnecessary or they feel awkward providing it. The best praise is delivered on time, without the need for reciprocation, and within a receptive environment.

Counsel is equally important for guiding others to do and be their best, but it must be used with care. The hallmarks of well-done developmental feedback are objectivity, directness, and respect.

RESOLVE CONFLICT

Conflict is inevitable. However, techniques for successfully resolving conflict can turn a bad situation into a good one.

Detox Relationships

Individuals can develop destructive communication patterns with specific partners. The following suggestions for breaking those patterns will deactivate six nasty argument poisons:

1. Assuming: Making assumptions about another person’s experience can be overcome through empathy, agreement, or an honest observation of the facts.

2. Generalizing: Recognizing the exceptions and keeping to specifics can derail the tendency to generalize about another’s behavior.

3. Attacking: Casting a person in a positive rather than a negative light and trying to understand his or her perspective can reduce the impact of negative statements.

4. Rejecting: The words “no” and “but” can be transformed into a positive by replacing them with the words “yes” and “and.”

5. Defending: While attacks inspire the desire to defend oneself, owning responsibility and expressing empathy can move the conversation in a positive direction.

6. Interrupting: It is always best to let the other person completely have his or her say before responding.

Navigate Difficult Conversations

The following six principles provide the foundation for authentic dialog in which all parties seek resolution:

  1. Strive for clarity on what each participant desires as an outcome.
  2. Approach the conversation with empathy, openness, and honesty.
  3. Ensure each participant shares his or her story.
  4. Avoid retreats and attacks by acknowledging others’ concerns and reaffirming goals.
  5. Remain even-tempered in the face of an attack.
  6. Mutually create a plan of action, even when a solution has not emerged.

Take the Drama Out of Relationships

Sometimes individuals find themselves in similar destructive conversations, but with different people. Recurrent conversation patterns stem from the individual not recognizing the repetitive behavior and/or receiving an emotional reward from it. In either case, it is the individual who needs to make a change, which requires one or more of the following tactics:

*Recognizing and then strategizing with conversation partners about how to break the habit.

*Controlling one’s own responses when engaged in conversation.

*Leaving mid-conversation to take a break.

LET THE CREATIVE JUICES FLOW

Creative thinking is an increasingly valuable skill that can be developed by anyone.

Overcome Creative Blocks

The key to becoming more creative is to remove the filters that influence perception. While these filters are useful for making sense out of the world on a day-to-day basis, they can block creative thinking. Five common filters are:

  1. Making assumptions about the problem based on existing knowledge.
  2. Presuming to already know the solution based on similar problems.
  3. Imposing real-world parameters over a situation instead of thinking outside the box.
  4. Allowing expertise to interfere with alternative solutions.
  5. Being too literal.

Individuals can boost their creativity by setting objectives, establishing a time limit for generating ideas, looking for quantity rather than quality ideas, suspending judgement, recording ideas as they come, and allowing for ambiguity.

Master the Tools of Creativity

Creativity-enhancing tools can ignite inspiration and unearth innovation. These tools include:

*Generating a list of opposites to reveal new options.

*Breaking a goal down into its parts and then recombining the parts in new ways.

*Freely associating words that seem to have no relationship to one another.

Tap the Unconscious Mind

People think on three levels:

  1. Automatically, as they navigate their daily lives.
  2. Through active problem solving by the conscious mind.
  3. Within the intelligent subconscious, where imagination takes place.

Creative thinking is enhanced by expanding on the capabilities of the subconscious mind. This expansion is achieved by allowing an idea to incubate in the subconscious, actively daydreaming, or performing stream-of-consciousness writing (where ideas flow freely without form).

MINIMIZE STRESS, MAXIMIZE BLISS

Stress is now such a common component of daily life that people are actually becoming accustomed to it. While excess stress can be debilitating, there is an optimal level of stress that can improve performance and add zest to life.

Make Stress Work

Stress can be represented as a curve that begins with calm, rises into eustress (the level of stress that provides optimum performance and satisfaction), declines into distress, and if not alleviated, culminates in extreme stress. Individuals can monitor and control the effects of stress by developing an awareness of where they are on the curve in any given situation and then taking steps to either increase or reduce their stress levels.

Combat Stress

There are nine techniques for overcoming excess stress:

  1. Alter the assessment of the situation toward a less catastrophic view.
  2. Alter the assessment of the outcome toward a less negative view.
  3. Reframe the situation in a more positive light.
  4. Celebrate the positive rather than focusing on the negative.
  5. Apply mental energy constructively instead of worrying about the situation.
  6. Take a break from the situation in order to rejuvenate.
  7. Garner support from others.
  8. Mentally explore options rather than chastising oneself.
  9. Confront the situation and take action to eliminate similar stressful situations in the future.

Switch the Mind Off

The mind and the body are connected. There are physical techniques individuals can use to help their minds function better. Relaxation is an important element in improving the mind’s functioning. Breathing and visualization are two relaxation techniques that give the mind a rest.

When people are stressed, they breathe with their chest rather than their diaphragm. This type of breathing is shallow and does not allow the full amount of oxygen required for improved physical and mental functioning. Individuals can relax their bodies and improve their mental processes by learning to breathe properly at all times and taking deep, diaphragmatic breaths when stressed.

Visualization allows individuals to create a relaxing picture in their mind that helps reduce the physical and mental effects of stress. Visualization is not only relaxing, it can also help individuals achieve their goals. Athletes sometimes use visualization to improve their performance. For example, golfers often visualize an upcoming golf stroke to increase the likelihood they will perform that exact shot.

CONCLUSION: BACK TO THE BEGINNING

People’s perceptions change throughout their lives. Perceptions from the past are especially powerful, and can strongly influence perceptions in the present and future. However, all of a person’s life experiences–past, present, and future–shape how that person thinks. The mind is constantly developing.

Exercising the mind expands its capabilities and can result in increased satisfaction and fulfillment in all areas of life. Every individual has control over this effort and should take the time to regularly exercise his or her mind. Working out the mind and the body is a lifetime endeavor.

Mega Challenges

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Societies and companies are confronting three enormous challenges that demand major changes to the way business has always been done:

Screenshot 2021-09-03 at 11.48.38 AMMega Challenge 1: Hotter (and Cleaner). Estimates by leading consultants, such as McKinsey and PricewaterhouseCoopers, suggest that individuals and businesses must reduce carbon emissions by at least 80 percent by 2050 in order to avoid damaging climate change. Although the challenge seems daunting, Winston believes there are encouraging signs around reduced carbon emissions. Pursuing science-based reduction targets is profitable for companies, many large companies have established and already attained aggressive reduction targets, and more and more companies have started to make the Big Pivot when it comes to climate change. The bank HSBC has estimated that by 2020, the climate economy will exceed $2.2 trillion each year.

Mega Challenge 2: Scarcer (and Richer). As people in developing countries become more prosperous and join the middle class, resources are becoming scarcer and more expensive. In the face of dwindling resources and rising prices, radical efficiency is the most practical option for businesses and economies at large. Water is of particular concern. It is a very local commodity that is not transferable, but is essential for industrial development and human life. Winston suggests that one of this century’s biggest challenges will be how societies manage water in the coming years.

The best way to solve these problems is through innovation. In addition, it will be necessary to question strategic choices and consider collaborative consumption. Innovation must focus on both resource efficiency and “heretical innovation” that reinvents the way businesses operate and reduces consumption levels.

Mega Challenge 3: More Open (and Smarter). With the power of the Internet, one customer’s voice can be heard around the world and make or break a company’s brand. Many businesses are taking a proactive approach and tracking online conversations so they can preempt potentially damaging publicity. Winston observes that “radical transparency” is not going away and environmental and social issues are getting more attention than ever before.

Big data is a resource that can be used to improve environmental performance, but maintaining the data centers to store and analyze this information requires significant amounts of energy. Data can be sliced and diced to empower buyers with the information they need as they make purchases. Consumers are also starting to engage in “collaborative consumption.” Firms that make longer-lasting, more sustainable products could gain greater market share.

Companies are turning to open innovation and engaging diverse stakeholders including employees, customers, and others to collaborate and solve complicated problems. This approach will be essential for addressing the mega challenges that exist today and that demand the Big Pivot.

The tools, techniques, and mindsets that companies used in the past to deal with social and environmental challenges will no longer be adequate. It is important to keep in mind that addressing the three mega challenges is not philanthropy. The Big Pivot strategies espoused by Winston focus on creating business value, as well as environmental and social value. Organizations that fail to make the Big Pivot will face reduced profit margins and lower value.

The first step is to decouple business growth from material use. In conjunction with this task, businesses must also reexamine what business growth means. The pursuit of consistent and compounding growth is not possible given the current reality. In lieu of constantly increasing profits, companies may instead focus on improving product quality, enhancing customer satisfaction, or boosting the health of communities.

Eliminating problems such as carbon emissions, toxic waste, and poverty are aggressive goals, but some organizations that are making the Big Pivot are using zero impact as the starting point for their efforts and expanding into restorative products and enterprises. An important way to attain zero impacts is to close every loop possible. A circular economy will demand new technologies, design changes, and shifts in mindsets. Although capitalism creates obstacles to sustainability, it can be powerful if used properly. It will be important not to prioritize short-term profit maximization over long-term prosperity and survival. Prism Philosophy quality programs focusses on how positive impact can be created.

Winston has identified four major hurdles that hinder most companies from pursuing the Big Pivot:

1. Scale and interconnectedness. The magnitude of global challenges is so huge and the problems are so interconnected that it can be hard for people to grasp. Radical efficiency (i.e., 80 percent to 100 percent improvements) is the only way to bring enormous problems to a more manageable scale.

2. Short-termism. Many companies focus heavily on short-term movements in their stock prices. This makes it hard to invest in initiatives that have a longer-term payback. Making the Big Pivot means making big bets for the long term.

3. Valuation gaps. In business, benefits that are hard to quantify are often assumed to have no value even though they could dramatically affect a company’s value. New incentives are needed so organizations will do the right thing for the long term.

4. Silos. Big Pivot solutions require a holistic world-view. Unfortunately, most organizations are siloed into different functions. Shifting to the Big Pivot requires systems-based thinking and working across functional boundaries.

Three Big Ideas

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When planning out a piece of copy, most copywriters use the AIDA approach, which stands for attention, interest, desire, and action. This has been a proven method since the 1950s. While it can be effective, there is an even better structural approach, which is composed of three big ideas:

1. Using promises to engage emotions. Customers make purchasing decisions based on what companies are promising them. Rather than make readers search for a company’s promise, a copywriter should highlight that promise and define it explicitly. Promises register better than benefits because readers process promises emotionally. A well-written promise is specific and triggers at least two emotions, one of which should be curiosity.

2. Using secrets to unlock readers’ emotions. Secrets are tempting to readers for two reasons: They represent rarity and provide a sense of inclusion. Making readers feel as though they have been trusted with a secret will also make them feel more powerful.

3. Using stories to create connections. Stories and storytellers have been around as long as humans. Stories told in copywriting should be quick, suspenseful, and surprising, otherwise readers may lose interest.

Developing Customer Empathy

Successful copywriters exhibit insight and empathy, making each reader feel as though the writing is intended specifically for him or her. Writers must utilize personal copy, which demonstrates true understanding of readers, instead of personalized copy, which merely reflects that they have inserted data that was gathered about readers. It can help writers to think of their target readers as fictional characters, imagining their day-to-day lives and responding to them. Writers must also shift their perspectives from what interests them to what interests their readers.

Flattery Will Get You Everywhere

Compliments can have a wonderful effect when delivered with sincerity. The key to flattery, or exaggerated praise, is to ensure that the core of the compliment is true so the reader will not mind the exaggeration.

The Ancient Greek Secret of Emotionally Engaging Copy

The ancient Greeks were among the first to use language to inspire action. They were more politically minded than today’s typical copywriters, but a lot can be learned by examining how the Greeks built their arguments.

Aristotle’s theory of persuasion rested on three main components:

1. Ethos, the character of the speaker and what gives him or her a credible voice.

2. Pathos, the emotional appeal of the argument, or how the reader becomes engaged.

3. Logos, the intellectual reasoning behind the argument.

Copywriting needs to use the same three components in some combination. Most copywriters are more comfortable with the logos aspect of their sales pitches, so starting with ethos is a good way to find new approaches.

Connecting on Social Media

Business writing for social media is rapidly becoming a necessity for every modern professional. There are three major factors writers must keep in mind when using social media:

  1. What to say.
  2. How to say it.
  3. How to protect their reputations.

In order to be effective, copywriters need to make their content original, fresh, and authentic. They can do this by using blogs, videos, and webinars. All of their content must follow the same rules as traditional copywriting: It should be engaging, clear, friendly, accessible, and trustworthy.

When writing for social media, writers must remember that brevity it important. Social media copy must be tailored to catch readers’ eyes as they scan through their newsfeeds. The beginning of the subject line is most important for sparking interest, and the entire line should be no more than 29 to 39 characters long. The writer’s job is to cut away as much as possible until the core of the message is all that remains.

PRISM Empowering Women-2021

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The Importance of Women

Successful businesses strive constantly to develop and grow. Senior management decide on the strategies needed to move the organisation forward and define objectives the organisation needs to achieve. They keep a close eye on the business environment within which they operate. They may introduce new products or services in order to capitalise on market demand and improve their quality, their customer support or any other relevant aspect of their business performance. They may launch business change initiatives aiming to achieve the twin key competencies of effective business performance and cost-efficiency.

But, to make all of this happen you need women; yes I re-instate women. Women who can handle difficult problems or customer complaints; Women who can work with dedication and accuracy; women who can communicate clearly with a diverse group of individuals; women who can examine business intelligence information and find trends, opportunities and insights; women who can manage others.

We often hear the phrases ‘our people are our key resource’ or ‘our staff are the secret of our success’, but we at prism philosophy says its women who makes difference. However, in some organisations, there is a strong basis for these phrases. We could also add to them:

  • Women can manages different priorities and concerns.
  • Women value different things and excel.
  • Senior managers are now women too.
  • Our customers are also women.
  • Our Trainers are also women
  • Our Coaches are also women
  • Our Facilitator are also women

Thank you for trusting womanhood. special gratitude to Wiley, Emerald, Delhi Management Association, Sheros and ESN for recognising Prism effort in 2021.

Inspirational Super Women Award 2021

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Big thank you to Prasanth Hospital, ESN Publications and the Organizing Team, for honouring PRISM and Anubha Walia for this Award, selected for “EMERGING WOMEN LEADER” Award – Exceptional Caliber, Outstanding Performance, and Extraordinary talent. FROM :  INSPIRATIONAL SUPER WOMEN AWARD 2021,
SUPER WOMEN
 <superwomenaward@gmail.com

Winning Teams

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Most leaders have experienced problematic team members, which is common with diverse team compositions. It is tempting for leaders to recruit individuals who all think alike, but this is a mistake. A like-minded team might ease frustrations in many ways, but lack of diversity is a major drawback. Research indicates that diversity within a group yields better results.

Each team member should bring a unique combination of skills and experience to the table. To achieve this, leaders should first understand what they would like to achieve with their teams. They can then identify the skills needed to accomplish their goals and recruit team members who possess those skills. An individual can excel at more than one thing, of course, but a leader should avoid having more than one team member who covers a given specialty.

Screenshot 2021-08-22 at 8.52.48 PMThe resulting diversity of perspective will create a number of possible solutions for any given problem. A team should remain small-between three and seven members. Other experts can be brought in occasionally to consult, but having them there for everything might be a waste of time. Diversity of work styles is also important. This means that, in addition to skills and experience, leaders should also consider attitudes, outlooks, priorities, and work habits when putting a team together.

GET TO KNOW ONE ANOTHER

Once team members are identified and assembled, the next step is the launch meeting. Introductions are generally the first step at these meetings, but they deserve more attention than they typically get. Leaders need to take this opportunity to gather personal data about team members in order to better determine what each of them requires to give their best. Members should understand why they are on the team, why the others are on the team, and what everyone’s expectations are. The launch meeting also helps the team understand that diversity is important and highlights the need to work through differences and embrace the value of each individual’s skillset.

When members introduce themselves, they should be prompted to talk about their strengths. Team members should later be encouraged to talk about how they like to work so a plan can be developed that strikes a compromise between different styles to achieve the greatest results. Finally, team members should take some time to talk about their priorities. Everyone should understand their own goals, ambitions, and commitments, as well as those of other team members. If members have work responsibilities outside of the team, it must be understood how they plan on allocating their time. This helps the other members and the leader understand what assignments they can take on and how available they are for meetings, and plan rough timelines for when tasks can be completed.

ESTABLISH YOUR TEAM’S GOALS

There are two different types of goals for any given team: task goals and process goals. Task goals relate to what needs to get accomplished, while process goals relate to how the work is actually done. Establishing these goals at the start will help make group and individual decision making clearer and provide a framework for personal accountability.

Task goals can be determined by asking team members to identify their ideal outcomes for the project. Sometimes this can be approached in reverse by defining what it would take for the project to fail. Defining what the customer’s total experience should be can also reveal task goals. From there, the team needs to answer three questions:

  1. What actions need to be taken to achieve these task goals?
  2. What are the deadlines for when each step needs to be taken?
  3. How will the team measure its progress along the way?

Once these questions are answered, the team can move on to process goals. These goals should be laid out with the team’s specific culture and members’ individual goals in mind. There are no set rules for creating process goals because they are determined by many factors. Leaders should stay attentive to how team members are performing individually and as a group to best leverage process goals. Members should be encouraged to discuss their hopes and concerns for the group and identify common themes among them. These themes can be tied into process goals to ensure they are addressed during the span of the project.

AGREE ON INDIVIDUAL ROLES

Once task and process goals are set, each member of the team should then be assigned his or her own role, including the leader. Individual team members need to understand their roles within the team, and what success means for a particular role. Roles can be defined by structure or by activity, depending on the group. Roles can also be assigned according to strengths, but leaders might want to have growth assignments as well to develop new competencies within the team. This requires more direct attention from the leader because of time needed for coaching and monitoring.

Roles defined by structure rely on the distinction between the responsibilities of the leader and the rest of the team. The leader should work with team members to gain an understanding of what is expected of him or her, and vice versa. Leaders can help team members understand expectations by developing job descriptions, listing obligations, and defining expectations. A team made up of peers should be discouraged from attempting a project without a leader. Even if the leadership role rotates through the team, a leader is necessary for the quality and success of a project.

Roles defined by activity are often divided into two categories: management of tasks and management of processes. Assignments from these categories should be based on each individual member’s strengths and work habits. These roles may evolve or be redefined over the life of the team.

AGREE ON RULES OF CONDUCT

Different people will have different definitions for what makes a good team member. A team needs to agree on expected behavior so that no one ends up frustrated. Unspoken rules of conduct often lead to misunderstandings. These rules can be built based on the team’s process goals. The purpose of developing rules of conduct is not to have one right way, but to have a level of consistency for how the team is run and what is expected of all members.

Well-considered rules reconcile many diverse personalities, styles, and approaches. Team members can select rules they believe they already follow, as well as those they would like to add or discard to create a boilerplate list. They can then check one another’s lists and hopefully agree on a list of the 10 rules that are most important for the team’s success.

SET THE STAGE FOR ACCOUNTABILITY

Providing feedback can be difficult, largely because most people expect bad news, but it is necessary. Feedback is how a team leader maintains a high standard of work, keeps people motivated, and develops team members’ skills. Team leaders need to measure the progress of tasks against their plans, and check everyone’s roles and behaviors against the established rules of conduct.

Not everyone is comfortable with providing feedback, so an open discussion up front will allow the leader to work with individuals and help develop their skills. The team needs to agree to its process for accountability, such as how members will celebrate success. Periodic meetings should take place where the team can discuss areas of improvement.

COMMIT TO A TEAM CONTRACT

A written contract is one of the best ways to secure commitment from the team. This can happen as soon as the team infrastructure has been set. Signing a physical contract is symbolic of the transition from building a team to working as a team. The contract does not need to follow a specific format, but it should include descriptions of the team’s goals, the roles of individual team members, established rules of conduct, and steps for holding team members accountable. Once signed, the contract should be visible as a reminder to the team.

MAKE OPTIMAL TEAM DECISIONS

Decision making has long been one of the biggest pitfalls of any team. However, building a strong infrastructure means giving the team the tools it needs to make decisions quickly and effectively. The first trick is for team members to stop thinking of decisions in terms of right and wrong, but rather in terms of what is good, or optimal for the group. Making the right choice invites unneeded pressure to achieve perfectionist results, but striving for optimization allows the team to align outcomes with agreed-upon criteria based on established goals.

It is tempting to try to reach a consensus among team members, but it is only necessary when the outcome will affect everyone. What is more important is that, when a decision is made, all members feel that they have been heard and considered. A majority vote is not generally advised, as it creates winners and losers. Leaders must remember to use experts’ advice to inform decisions, but not to allow experts to assume the decision is theirs to make alone.

HOLD PEOPLE ACCOUNTABLE

A team that truly holds itself accountable strives for improvement throughout a project. This can be as simple as ending every meeting by asking what the team did well that day and what can be improved going forward. Teams should examine what practices they should start, stop, and continue. Discussions and observations should always be recorded in some way. These principles can be applied to the accountability of individuals as well, with emphasis on the constructive nature all accountability conversations should have. Leaders should remember that no one can realistically manage more than two behaviors at a time. Hopefully, the leader will have the authority to remove a team member who is unwilling or unable to hold himself or herself accountable or work on improving.

GIVE PEOPLE RECOGNITION

Recognition is among the top four human motivators. Most leaders will find it easy to recognize a team’s good work, but many leaders have difficulty sufficiently recognizing the individuals within their teams. Leaders should take time to get to know each member of their teams personally and use this information to provide recognition in meaningful ways. Leaders must keep positive feedback a part of accountability meetings. Too many of these meetings focus on weaknesses rather than celebrating strengths. Team members also appreciate when recognition is shared publicly, such as when the team gives a presentation.

RESOLVE CONFLICTS CONSTRUCTIVELY

Conflict is inevitable on a team, especially one that was built for diversity of opinion. Conflict can arise from differences in work styles, opposing perspectives or opinions, or even anger between team members. Many people’s solution to conflict is to avoid it or ignore it, but that does not benefit the team. When conflict arises, team leaders should first review established rules for managing it, then get to work identifying the cause. When the cause has been identified, the team should then have another look at the rules to see if they were incomplete or unclear. If so, they can be amended. If not, then individuals may have drifted from the rules. If conflict was created by one or more team members falling out of alignment with the rules, leaders can help them by fostering empathy among all team members as well as reframing the conflict to focus on a solution.

WELCOME NEW MEMBERS

Any change in membership within the team will change the entire team. As such, when a team member comes or goes, the leader should take time to revise that team’s goals, roles, and rules. This is something that the entire team should take part in. The team-building process needs to start again to make sure any new members are brought up to speed. Leaders should remember to recognize the departure of former team members, as well as welcome and properly introduce new members.

MANAGE OUTSIDE THE TEAM

Good team leaders work well within their teams, but they also manage outside their teams, developing beneficial relationship with others within their organizations. These relationships tend to be with individuals with whom the leaders work frequently. Team leaders need to keep in mind how any decisions their teams make could impact others. This includes senior managers, other teams, or support groups like marketing or accounting.

For a team to obtain the resources it needs to be successful, it needs to establish a reputation within the organization, especially with the decision makers. This is best done by controlling what information gets to those groups. Communication roles should be assigned and defined so all team members know to whom they should be talking and what they should be saying. Generally, the most positive and articulate members should become the communicators. These members can focus on sharing information about early team victories, even if they are small. Teams can also earn support from others by providing value of some kind. People generally feel obliged to repay favors, so if a team is helping others, it will most often find that it receives help in return.

DELIVER THE GOODS

It is normal for team members to grow restless toward the end of a project, but it is important to maintain focus until the very end. Leaders need to help team members deal with any strong emotions they may be feeling. The team’s overall success depends very much on how the project’s results will be handed off, so that component still needs to be carefully managed.

Keeping everyone involved in this handoff is another way to ensure their continued attentiveness. Sometimes teams drift apart at a project’s conclusion because there is no sense of closure. Leaders can provide this in several ways, such as giving out awards, messaging team members’ managers about their contributions, inviting senior executives to the final meeting to express their appreciation, and asking the team members themselves to discuss their accomplishments. Teams should also remember to discuss failures as well, but in a positive light, aimed toward better results in the future.

LEARN FROM YOUR TEAM’S EXPERIENCES

It is important to learn from the experiences of a team before moving on to the next project. The main point to evaluate is how well the team met its goals, as well as any lessons learned in the process. Leaders should conduct evaluations of all team members, examining how well they adhered to established rules and processes, what they did and did not achieve, what they did well, and what they did not do as well. Another strategy is to ask team members to reflect on their experience as a part of the team. Leaders should speak with the team before this process to make sure everyone agrees to it and to give them time to think of what they will say.

Road-map for future

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A ROAD MAP FOR CHANGING OUR FUTURE

Around the world, disasters are more frequent and more costly. The future cannot be predicted, but scenario planning enables businesses to identify the external factors that are most likely to cause significant disruptions and then prepare to deal with them before a catastrophe actually occurs.

This process begins with identifying situations that might possibly arise within the next 10 to 15 years based on factors and trends that can be recognized now. Then, organizations must narrow down their lists to the two most potentially influential but uncertain factors. The next step is developing a “matrix” yielding four scenarios based on the interaction of those two factors. It then becomes possible for them to consider which of these scripts best represents the present, which seems most likely to describe the future, and what steps they must take to survive in the emerging reality.

The successful application of this process builds what is called adaptive foresight, which can serve as the foundation for the kind of strategic plan that enables organizations to thrive amid uncertainty. This involves prioritizing projects and initiatives based on their relevance to long-term survival. In other words, taking the most essential steps to reduce the risks that businesses may face. It will all be useless, however, unless the planning process leads to concrete, sustained action, guided by periodic assessments to help clarify what point in the scenario has been reached and whether the strategic plan needs to be modified. Over time, new business possibilities will be revealed.

Before commencing the journey toward greater sustainability, however, it is essential for organizations to establish where they stand currently in terms of environmental, social, and ethical concerns, including their compliance with all legal requirements. This will entail substantial research to compile a picture that can form the basis for strategic decisions on every aspect of these businesses. To be successful, however, changes must be integral–sustainability cannot be simply tacked on to an existing management strategy. By spelling out specific objectives that will create the needed changes in the context of expanded value and then tracking progress toward achieving them, companies can discover their own viable paths toward vibrant and sustainable futures.