MILEthe extra

motivate inspire lead engage

autumn 2013 * Issue 6 October 2013

In This Issue:

With over 1.5 Million followers across the internet, Lori Deschene tells us about her journey as founder of

4 POSITVE, HAPPY, INSPIRING PAGES FROM AROUND THE WEB

THE BOB MASON SERIES: THE MOTIVATION PUZZLE: HOW THE PIECES FIT TOGETHER

Ken Beller tells us: How is Conflict Hurting Your Business?

Our Top 4 Most Popular Twitter Posts From Last Month!

MATT TENNEY REVIEWS “THE HEART OF LEADERSHIP”We’re giving away 5 Hard Cover Copies of ‘The Heart of Leadership’ Enter our Competition and Get Yours!

HR MATTERS: JULIE GORDON on KNOWLEDGE MANAGEMENTBernie Nagle helps us lead from our inner other

In This Issue

We are slowly changing the E-zine to be more mobile friendly, and so you will see some slightly larger font in this issue. This is to minimise the need for mobile readers, whether on tablet or smartphone to zoom in. We thought it would be best to make gradual changes as our e-zine evolves. We hope you like the results so far!

Our interview this issue is with Lori Deschene, founder of the wonderful “Tiny Buddha” Wisdom, we love Lori’s work and with 1.5 million followers we know we are not alone!

Our contributors are amazing. We bring a host of wonderful articles and features which we hope you will enjoy. We are honored to include such a diverse and wide range of contributors. After each issue I get lots of fantastic feedback.

Mark Miller launches his great new book and we are excited to be giving away 5 Hardcover copies of “The Heart of Leadership” Please do enter our fabulous contest. All you have to do is to go and like our Facebook page, and let us have your email so we can contact you when we draw the 5 lucky winners!

Next month we are issuing a special festive issue so if you haven’t already, get signed up so you don’t miss it!

ARTICLESTHE EXTRA MILE INTERVIEWWITH LORI DESCHENE FOUNDER OF THE TINY BUDDHA BY CHRISTINA LATTIMER PAGE 4

Performance APPRAISALS - JUDGE AND BEJUDGED BY tasneem hameed PAGE 12

hOW IS CONFLICT HURTING YOUR BUSINESS?BY KEN BELLER page 16

IT'S ONLY WORDSBY JUDE L. GORGOPA PAGE 20

THE MOTIVATION PUZZLE: HOW THE PIECES FIR TOGETH-ERBY BOB MASON page 22

HOW TO RETAIN TALENT AS GREEN SHOOTS OF RECOV-ERY APPEARBY GARY CATTERMOLE page 26

ONE OF THE THREE THAT WORKS WONDERSBY GARLAND VAN DYKE page 28

FOLLOW THE LEADERBY EDWARD LEWELLEN PAGE 32

CHANGE, OR MOVING FORWARD BY ATTILA OVARI page 36

HONESTY AND INTEGRITY IN THE 21ST CENTURYBY BARBARA ANN DERKSEN page 40

WHAT EMPLOYERS REALLY, REALLY WANT?BY CLARA POUND page 48

LEADING FROM OUR INNER OTHERBY BERNIE NAGLE page 52

FACING THE INCONVENIENT TRUTHS BY CHRISTINA LATTIMER page 56

FEATURESBook review - matt tenneyPAGE 8

twitter top 4 PAGE 34

the e.mile expert indexpage 42

HR MATTERS bY JULIE GORDON PAGE 44

MONTHLY INFOGRAPHICPAGE 46

FROM AROUND THE WEBPAGE 51

CONTACT USPAGE 62

By Christina lattimer

http://www.peoplealchemy.co.uk/pages/alchemy-learning-pathway.html

THE LORI DESCHENE

INTERVIEWEven before I realised how much I would get involved and connect with others across social media and the internet; one of the first personal resources I found which resonated with me was Lori Deschene’s Tiny Buddha twitter feed.

As a life-long learner and self-awareness student, I have read my way through literally thousands of books which speak to my heart and soul, and I have to say Lori’s work stood out in it’s simplicity but also because of the truthfulness and vulnerability contained in her articles.

So when I published the Extra MILE E-zine, one of the first internet resources I wanted to show my gratitude to, was, the Tiny Buddha, and I contacted Lori to get permission to use her branding in the e-zine. Not only did I get a swift and positive response from Lori, I was absolutely delighted to persuade her to let me interview her for a future issue of the ezine.

I am delighted that this interview with Lori also coincides with the publication

of her second great book “Tiny Buddha’s Guide To Loving Yourself”. I pre-ordered the book and was struck by the powerfulness of the chapters within. A must read! (More later)

Lori’s inspirational first book “Tiny Buddha Simple Wisdom For Life’s Hard Questions” is also available from Amazon.

So here is what Lori had to say about her work on the Tiny Buddha and also her inspirational new book.

What inspired you to createthe Tiny Buddha?

At the time I was working from home as an online content manager for two different websites. I didn’t have a personal interest in either of the topics, so I felt purposeless, not to mention disconnected and overwhelmed by my demanding schedule.

By Christina lattimer

I knew I wanted to do something that felt more meaningful to me, and through the process of discovering and exploring the world of personal development blogging, I realized what that would entail.

I’d formerly struggled with self-loathing, depression, and an eating disorder, and had spent years isolating myself in fear of being seen and judged. With this in mind, I felt compelled to create a space where we could all share our experiences and lessons to connect with each other and feel more empowered and less alone.

“I felt compelled to create a space where we could all share our experiences and lessons to connect with each other and feel more empowered and less alone.”

The community aspect of the blog was important for me because I didn’t want to build the site around myself, as though it was all about readers learning from me. I wanted it to be a place where we could all be both students and teachers.

Who is the Tiny Buddha for?

It’s for anyone who wants to share what they’ve learned, learn from others, and feel a sense of belonging within a community of supportive, openhearted individuals.

The Tiny Buddha has been active for a number of years now. What has made you feel like you had created something really valuable over that time?

For a long time, I gauged the site’s impact through reader emails and comments. When people wrote about how the site or my writing had changed their life for the better, it gave me a sense that I was doing something important.

Now what really excites me is seeing the community engagement. In witnessing how community members inspire and support each other through blog posts, comments, and forum threads, I feel proud to know that I’ve done more than help people; I’ve enabled people to help themselves and each other.

Why do you think the Tiny Buddha has such a huge and loyal fanbase?

I believe it has a lot to do with the heart behind the site. People share themselves honestly and vulnerably in their writing, and this invites a type of authentic connection that’s sometimes hard to find.

I also think it has to do with the way the site has grown—organically. Even as it attracts more readers and writers and we launch new products and features,

it’s never about maximizing page views or meeting traffic or sales goals.

The purpose is always the focus, and everything else is secondary.

We have many readers who have based their businesses around helping others. What would your advice be to them?

Clarify your “why.” Most of us want to help others, both to give back and create a sense of purpose. We’re best able to do that when we understand and can communicate our unique set of motivators.

In my case, that entailed sharing the darkest times of my life and the years of isolation that impressed upon me the importance of genuine connection.

“People aren’t attracted to causes or businesses solely because of their missions. They’re attracted to the people and stories behind them. ”

People aren’t attracted to causes or businesses solely because of their missions. They’re attracted to the people and stories behind them. When others believe in and connect with your “why,” they’re most invested in helping with the “how.”

And this, I’ve found, is one of the best ways to help others—to create a cycle of giving and receiving help so that it’s far bigger than your own individual efforts.

We love your new book, Tiny Buddha’s Guide To Loving Yourself, which has just launched this month. What inspired you to write it?

I was originally planning to write a different book about what it means to “win” in life. Shortly after I signed my contract, I went through a series of life challenges—a major surgery, a robbery, financial struggles, and the death of my grandmother.

It was an emotionally draining time for me, and one of the most difficult I’d experienced in years.

After telling my publisher I wasn’t going to be able to write the book, I started being a little hard on myself, especially since I’d already announced the project on the Tiny Buddha blog.

As time went on, I began to reevaluate what it means to take good care of

myself, and I thought about a goal I’d had to write a series of “Tiny Buddha’s Guide to” books, sharing stories and insights from community members.

Since I had just gone through a time when I really needed my own love and compassion—and since I’d spent my younger life hating

myself—I realized I wanted to start with a book focused on self-love.

I think it’s something we all struggle with at times, and yet it’s so important for our happiness. Everything we do in life is a reflection of how much we love ourselves.

What is next for the Tiny Buddha?

I have some exciting plans for 2014! Some projects include: the first Tiny Buddha app, designed to help users feel and create more love (hopefully to be followed by other apps on different topics); and another “Tiny Buddha’s Guide

Website: Tiny Buddha

Twitter: Tiny Buddha/ Lori Deschene on Twitter

Facebook: Tiny Buddha/ Lori Deschene on Facebook

LORI DESCHENELori Deschene is the founder of Tiny Buddha, a multi-author blog that shares stories and insights from readers from all over the globe. She launched the site in 2009 as a community effort because she believes we all have something to teach and something to learn. Tinybuddha.com has grown into one of the most popular inspirational sites on the web, now reaching close to 1.5 million monthly visitors.

to” book, also including stories from the community (topic as yet undecided).

We also have some new site features in the works, but it’s a little too early to elaborate. I hope as we approach and enter 2014, Tiny Buddha continues to facilitate connection, inspiration, and growth within the community.

What’s the best way our readers can engage with you?

Readers can reach me at tinybuddha.com/contact.

WHEN FOLLOWING YOUR PASSION MAKES YOU MISERABLE

50 WAYS TO OPEN YOUR WORLD TO NEW POSSIBILITIES

Book Review

Last week I had the honor and privilege of interviewing Miller (a link to the video is below). We discussed his new book The Heart of Leadership: Becoming A Leader People Want to Follow, which sheds light on the question:

What Makes Leaders Different?

Ten years ago, Chick-fil-A lacked a clear process for identifying potential leaders. Miller and his team were tasked with identifying the key traits of their best leaders.

First, they identified the skills possessed by the top leaders. This was the focus of

the book The Secret, which Miller co-authored with Ken Blanchard.

However, in the process of identifying the key traits of the best leaders, Miller and his team discovered something rather interesting.Leadership Is 10% Skills and 90% CharacterSo you spot a star employee. They absolutely excel at their job. You promote them to a leadership role. They fail miserably.

Sound familiar?

Most of us in management positions have had this experience. It’s fairly universal because of the truth that leadership is 90% character, and only 10% skills.

What are the Character Traits of the Best Leaders?

In the world of leadership development, the topic of character is fairly common. However, Miller points out that the character traits often discussed - things like integrity, loyalty, etc. - are actually not unique to great leaders. These are character traits that we expect from every employee.In The Heart of Leadership, Miller writes about the five character traits that are common among the best leaders.

In our interview, he discussed two of the five from the book.

Matt tenney reviews ‘the heart Of Leadership’ by Mark MiLLer

Think Others First

When Blake, the main character of the book, meets the first of the five mentors that help him develop the heart of a leader, he is told that leaders think, “Others first.”

Leaders who think, “Others first,” develop loyal followers who trust the leader and are much more likely to believe that the leader has their best interest in mind when the leader has to make a tough call.

Blake realizes that he doesn’t think, “Others first,” and is given a simple practice that will help him begin to better serve others and help him develop the heart of a leader.Blake is instructed to make the effort to consider how he can add value in some way for every person with whom he interacts.

What could you do to ensure that you add value for each person you encounter?

Expect the Best

Blake also learns that, although well grounded in reality, the best leaders are highly optimistic. Miller stated in our interview that most people think of a person as an optimist if they say that the glass is half full versus half empty. However, the best leaders actually say, “The glass is ALL full! It’s half full of air, and half full of water.”

If a leader is unable to communicate a compelling vision that is better than the current situation, why would anyone want to follow her or him?

Great leaders work to do develop optimism so that they can inspire greatness in the people around them.

Website: Matt Tenney

MATT TENNEYAs an author and speaker, Matt Tenney shares insights from his journey as a prisoner, monk, and social entrepreneur to help people become highly effective leaders who inspire great-ness in others. He is also a trainer with the prestigious Perth Leadership Institute, whose clients include numerous Fortune 500 compa-nies. Matt believes that kindness, compassion, and service are the most powerful secrets to success and his company donates all profits to charity.

Twitter: Matt Tenney

“In The Heart of Leadership, Miller writes about the five character traits that are common among the best leaders.”

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To judge someone is a very difficult task. Even God who is almighty fixed a criterion for judging people, i.e. good deeds and bad deeds for reward and punishment. As their mind developed, humans too accepted its value for better control and they adopted it happily.

When organizations came in to being, its application increased further because of its acceptance as the best way to manage people, and performance appraisal was the outcome.

The modern performance appraisal systems go beyond rewarding the good

Performance AppraisalsJudge And Be Judged

tasneem hameed

deeds, i.e. good work, performance or efficiency and effectiveness of employees through money and use it also for development of employees.

In addition to direct fixed compensation and bonuses employees get rewards of promotion and career paths. The punishment side comprises of withholding of increment, warning letter or even termination.

Blue Eyes And Bad books Performance appraisals are not only one of the most critical management processes, but also the most

“When you judge another, you do not define them, you define yourself”- Wayne Dyer

controversial. Judging and rewarding people being a sensitive matter no one can deny its importance.

It is difficult to find an employee who thinks or admits that his/her work performance was bad or not up to the mark. Although new methods are being continuously explored and implemented, but there is always a feeling of justice not being done according to most of the employees who don’t get expected outcome from their performance appraisals.

As the manager/supervisor of an employee has the most important role in the performance appraisal, he mostly has to bear the brunt of criticism. The most common complaint has been that of personal bias, both positive and negative, i.e. favoritism or dislike. For some employees good appraisal indicates that the appraised is a blue- eyed employee while the employee who does not get good ranking in the appraisal is in the bad books of the appraiser.

Halo And Horn Effects Halo and horn effects describe types of bias. Halo effect is a kind of love at first sight. The first positive impression of some person creates a lasting effect on another person making him see the person always in good light. In the horn effect the first impression or perception is negative that stays as a permanent

impression affecting the objectivity of the person.

Human Resource Department Human resource departments continued to work to develop a system that will remove personal bias and introduced methods like measuring performance through Key Performance Indicators, Management By Objectives, making Self-appraisal part of the system, 360-degree feedback method, the critical incidence method, Behaviourally Anchored method and many more, the search continues.

HR Consensus There has been a consensus among the HR thinkers and experts that instead of denying the bias, it is proper to look for ways to decrease it to the utmost extent. The best way is to introduce a method that gets the view of more people about the personal bias of the appraiser. These then be put together to reach definite conclusions about its existence or otherwise.

In case the conclusion points out towards personal bias a well-defined intervention be undertaken to remove the effects of the bias from the appraisal’s result. The 360-degree method stipulates soliciting the opinion about the work of an employee from different people, it’s better to extend

Twitter: Tasneem Hameed on Twitter

Facebook: Tasneem Hameed on Facebook

Blog: Tasneem Hameed’s Blog

Human Resource Professional with three decades of experience, having worked in multinational companies of repute with distinction in senior positions. A certified ezinearticles.com expert author, poet, freelance consultant and owner of three blogs. An internationalist and a peace activist. A strong believer of a NEW EQUAL WORLD based on the principles of equality, equity and empathy.

its scope to include their opinion about bias and its extent if found present. An average of all the above reports should decide about its extent. The Human Resource Department on regular basis collect evidence and any indications or perceptions of personal bias and that must also be recorded and included when finally determining whether bias existed and its extent if found present. Intervention will consist of adjustment in the reward. If the conclusion determines that bias was 25% then the reward will decrease or increase by that percentage keeping in view positive or negative nature of bias.

A Word Of Caution A biased performance appraisal

can cause tremendous harm to the employee who is the victim of negative bias even threatening his job and career. On the other hand, positive bias may result in derailing organizational systems, values and culture. It is essential to properly train the appraisers and to put more effort in making the system more balanced by reminding the appraisers about the aftereffects of bias as indicated by Elizabeth Gaskell in her quote: “How easy it is to judge rightly after one sees what evil comes from judging wrongly!”.

It is time to carry out performance appraisal as a method of judging not only the one being appraised, but also the appraiser.

TASNEEM HAMEED

Ken Beller

Have you ever dreaded going to work because you didn’t want to deal with all the conflict?

Maybe you didn’t want to face a boss who nitpicks and over-analyzes everything or work with a co-worker who is constantly texting while you’re trying to explain something important. Well, you’re certainly not alone.

Research shows that chronic unresolved conflict is a decisive factor in at least 50% of employee departures. 1 Further, roughly 65% of employee performance problems are caused by strained relationships between employees.2 What’s more, managers spend 25-40%of their time dealing with workplace conflicts.3 That’s up to 2 full work days every week that they’re not getting any real work done! As workplace conflict expert Daniel Dana, Ph.D. states, “Unresolved conflict represents the largest reducible cost in many businesses…yet it remains largely unrecognized.”4

A Hidden Cause of Workplace Conflict

But what is the cause of all this conflict? Of course, individual personality differences play a role. However, one of the biggest hidden causes of workplace conflict is generational differences.

After all, a company founder who was born in the 1920s and grew up during the impoverished Great Depression has a very different work nature than a new hire who was born in the 1990s and grew up in the generally abundant and constantly connected Information 1 The Dana Measure of Financial Cost of Organizational Conflict, Dan Dana

2 Managing Differences: How to Build Better Relationships at Work and Home, Dan Dana

3 Washington Business Journal 4 Measuring the Financial Cost of Organizational Conflict, Dan Dana

How is Conflict Hurting Your Business

Age. Basically, since they grew up in such different times, they come from completely different worlds and have very different perspectives and values. It’s not surprising that the latter might be reluctant to play by, or even understand, the rules of the former. With so many generational differences across an organization, it’s no wonder there’s so much conflict! So, where do we start in reducing this generational conflict? Unfortunately, when we look closely at the traditional approaches to generations (like Baby Boomers, Gen X, Gen Y, etc.), we find some significant problems.

The Traditional Generational Approaches

The traditional approaches to generations are flawed in a number of ways. First, they take randomly-chosen periods of time to try to create generational profiles. But, arbitrary timeframes such as a boom in the birth rate after World War II, or historical social cycles, do not accurately reflect powerful shared social experiences or exponential technological change.

Second, the traditional approaches try to predict how people will behave in the future based on how they behaved in the past. Unfortunately, this approach doesn’t work either, because past behavior does not drive future behavior.

The Near Bridge Generational Approach

In contrast, the Near Bridge approach to generations looks at why people behave the way they do and predicts future behavior based on deep-seated and often unconscious shared values. Values drive behavior and act as motivational filters through which past behavior is more easily understood and future actions are more predictable.

The importance of shared values came to light as Near Bridge researchers analyzed thousands of pieces of historical data (major events, movies, music, commercials, etc.) from the past century of American life. In doing so, they discovered generational groupings that differ significantly from those traditionally recognized. These groups, whose consistent connection is shared experiences, are termed by Near Bridge as Value Populations and are named to reflect their members’ shared values, such as Patriots, Performers, Believers, etc.

“Unresolved conflict represents the largest reducible cost in many businesses…yet it remains largely unrecognized.”

How Understanding Generations Can Help Your Organization

How Understanding Generations Can Help Your OrganizationUnderstanding generational values can be highly beneficial to your organization, both externally and internally. Externally, it’s very useful in areas such as sales and marketing and customer service, to help better communicate and connect with customers. It’s also extremely helpful within the organization to improve areas such as recruitment and retention, so you can better attract employees from different generations and reduce turnover and retraining costs. And part of that is creating rewards and incentives that appeal specifically to

Website: Ken Beller’s Website

Email: kbeller@nearbridge.com

LinkedIn: Ken Beller on LinkedIn

KEN BELLER

Ken Beller is the lead author of the highly-praised books The Consistent Consumer and Great Peacemakers. He is also the president of Near Bridge, a consulting firm that specializes in reducing generational conflict. Near Bridge offers live speeches, workshops, and consulting, as well as the convenient eCourse Reducing Generational Conflict: at Work and at Home.

employees of different generations. After all, what motivates one group can be completely opposite of what motivates another. Further, all of this helps make diversity and inclusion efforts more complete, since generational differences are one of the most overlooked aspects of diversity and inclusion.

The Bottom Line

The bottom line is this: in any setting that requires two or more people of different generations to work together, understanding generational values helps to reduce conflict—and spending less time in conflict frees up more time to collaborate and be productive. And that not only makes our businesses more profitable, it also makes our work lives more enjoyable and fulfilling, so we can stop dreading going to work and actually start looking forward to it again.

Sample the eCourse for free at NearBridge.com

TIRED OF STRESSFUL CONFLICT? Gain powerful insights to reduce conflict

and improve relationships in your life with this new eCourse!

“One of the best trainings I have attended.” –Jan-Jan Lam, Manager, Disney University

“Life-changing information shared in each session.”

–Dr. Yolanda Williams, Dir. Diversity & Inclusion, Seminole State College

It’s

Jude l. GorGopa

I’ve been hearing a lot of speeches and conversations lately particularly from leaders of companies, organizations, and political candidates. They all got me thinking about language and what a powerful influence for good, bad, or indifferent words can have, how they can stick or simply slide away.

I recently published my eBook on the topic of communicating in today’s market and I must say that I have learned a few revealing truths during the process. I also changed the format a few times. Writing about words and how they should or should not be used can get, for lack of a better word, wordy.

We’ve all heard that it’s not what you say but how you say it and choosing words carefully for best effect can be more productive; best to be succinct and get to the point. This can be easier said than done, particularly when what we say is often linked to our egos, fear, expectations, and past experiences. It’s also interesting to note the statistical fact that 55%-80% of all human

interactions are nonverbal. This means that our gestures and movements, no matter how subtle, can provide more impact than a spoken word.

They can also reveal whether we’re lying or not. Having knowledge of body language and being a keen observer can save a lot of wasted time and heartache but, being the emotional addicts that we are, we tend to have selective hearing and choose to believe what we need to at any given time.

Words can make us cry, laugh, make us angry, upset our world and change our lives. They trigger our psyches for better or worse and how we respond is usually based on the past, our fear of failure, our need for acceptance. If we allow them in, words can fool us, diminish our accomplishments, humiliate, and cause great stress. They can also lift us to new heights, provide hope, motivate us, reinvent our attitudes, and create great possibility.

Only Words

Of course, our reactions depend on how we are feeling about ourselves at any given moment; our perceptions, how we are listening, and how aware we are of what the speaker is really saying. There are several variables involved including the person that we are having a conversation with or listening to. People are usually expressing their own inner angst from say, unmet expectations when they berate others.

Words can also be an intimate revealer of the speaker and how they see themselves. But why do we get emotionally involved in some conversations and not others? Sometimes we’ll hear words that might press a button and in turn cause discomfort, perhaps negative feelings toward the speaker even if the message is true for us. No one likes being criticized, particularly if it’s unfairly doled out in public, but understanding where it’s coming from and, more importantly,

the motives for why can turn the situation around; even if we truly deserve the criticism, we don’t have to hand our power over.

Words can carry quite a visceral impact; they can have a long-range effect on others and also create a domino effect for better or worse. One positive word can change a life just as a negative comment will most certainly resonate. Words are like seeds; they plant themselves

Website: Jude Gorgopa’s Website

Email: jude@cloutetc.com

JUDE GORGOPAJude Gorgopa is a speaker, author, multi-certified coach, business owner, advisor, fundraiser, and award winning sales trainer. Self-employed for most of her adult life in the U.S. and abroad, she founded Clout Et Cetera as a reinvention consultant & small business resource in 2001 along with The Fundamentals of Clout that addresses a variety of essentials such as: personal style branding, communications, lifestyle & business trends, & creating powerful first impressions online and in-person. Jude has worked with hundreds of people over the years and has also created world renowned seminars as an adjunct for NYU, FIT, and Baruch College.

in our personal impressions, often subliminally, and either flourish or fade depending on our interpretation of them.

“If you tell the truth, you don’t have to remember anything.” __Mark Twain

To be more successful in leading others, and simply better as human beings, we all need to choose our words more wisely, to observe more, and to focus on what others are saying without distractions. Remember that people will eventually forget what we did, they’ll even forget what we said, but they will never forget how we made them feel.

The Motivation Puzzle: How the Pieces Fit Together

THE

BOB

MASO

N SE

RIES

A common management question is “How can I motivate my people?” Unfortunately, leaders too often default to the money or perks answer. In The Motivation to Work, (New Brunswick, NJ, Transaction Publishers, 2004) Dr. Frederick Herzberg lays out a very compelling case that these are what he called Hygiene Factors not motivators. Since motivations are desires to meet needs, leaders must understand those needs.

Survival is a basic need. A threat to our survival can elicit strong reactions; psychologists call it fight or flight. In today’s world most workers are not concerned with becoming lunch for a wild animal as much as feeding and sheltering themselves and their families. Note the dotted line relationship. The survival need isn’t necessarily exclusionary though it can overshadow other needs. Motivation for higher level needs is still possible, even when survival needs are not completely met. On the other hand, even if employee’s acceptance and self-esteem needs are met, they may leave the company if another opportunity arises that will better meet their survival needs. The retail industry provides a prime example. Employees

are notoriously underpaid with limited and uncertain hours and to meet the survival need, some employees work more than one job. Turnover in the retail industry is high; in some cases over 100%. This doesn’t mean money is a motivator, just a tool to achieve the need. It has little or no effect on motivation to higher level needs.

Safety is very similar. A worker who fears for his or her safety will concentrate on that need at the expense of everything else. Again, although they may still have some motivation towards other needs, safety will take precedence. Remember, safety can be physical or psychological. Perceived threats based on race, religion, or similar factors can be just as disruptive as physical threats. Workers expect the company to meet their safety need, but the same workers will sometimes perform in an unsafe manner if it seems momentarily convenient for them. Oddly enough, this doesn’t seem to affect motivation to meet the safety need.

Helping workers meet socialization and acceptance needs can seem challenging for leaders who can’t constantly police interpersonal relationships in a workgroup. What leaders can do is ensure a work atmosphere of fairness. It’s also critical that each worker clearly understand where they fit in the organization, what their contribution is, why that contribution is essential to the company’s success, and that the boss also understands their importance.

Part 4 of Bob Mason’s great series on Motivation

Next In The SeriesEngage!: How Understanding Motivation Can Create Engaged

Workers

WEBSITE: Plan Lead Excel

TWITTER: Bob Mason on Twitter

EMAIL: rlm@planleadexcel.com

BOB MASONBob Mason helps companies develop energized leaders, engaged employees, and more profits by teaching supervisors and managers to lead. A retired military officer, he has over 30 years of real leadership experience from small teams to large, complex organizations. Bob’s third book, Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership was recently released on Kindle.

When leaders make these points clear, workers are more likely to feel they belong and are accepted.

A technique I’ve found useful is friendly competition. There seems to be an innate human need to win. You may notice that, while there are many loud voices preaching that winning or losing isn’t important, popular “reality” TV shows seem to lean heavily toward contestants winning, often at the expense of others. In the workplace, competition that emphasizes losing, or winning at other’s expense, is detrimental, but the opportunity to be part of a winning team can be a great way to help people meet the acceptance need.

Winning also helps realize the self-esteem need. The motivation for self-esteem is very strong and is present whether or not other needs are met. Helping workers meet this need is actually fairly easy. Recognizing good work, whether a simple thank you or a public award will feed that motivation. Self-esteem is a continual need which is never completely satisfied so recognition will only meet the need temporarily. What works over a longer period of time is a culture of performance excellence. When people know they are on a continuously winning team and know the boss understands the importance of their contribution, they feel a higher level of self-esteem.

Many, but not all workers who achieve

a high level of self-esteem need to be challenged. The motivation for this challenge need can be quite strong and workers might even leave a company if they don’t feel challenged. Successful leaders look for people who seek new opportunities or are willing to take on the hard jobs. These are the people who need a challenge. Notice the arrows between challenge and self-esteem. These two needs are interrelated as challenge feeds self-esteem.

The beauty of this relationship is that even for a worker who doesn’t seem to actively seek a challenge, when they successfully meet a challenge the boost to self-esteem makes them more likely to seek future challenges.

A work environment that considers these six needs allows workers to realize their individual motivations and become more engaged in the company’s success. That’s what I’ll discuss next month in this series’ final installment.

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Level 3 – First Line Management• CMI Certificate or Diploma in First Line ManagementFor first line managers who have operational responsibility; gives juniormanagers the skills to help improve operational efficiency.

Level 5 – Management and Leadership• CMI Certificate or Diploma in Management and LeadershipFor middle managers and those aspiring to senior management.

Level 7 – Strategic Management and Leadership• CMI Certificate or Diploma in Strategic Management and LeadershipFor senior managers who have responsibility for translatingorganisational strategy into effective performance.

We also offer• CMI Level 5 Certificate or Diploma in Management Coaching and Mentoring• CMI Level 7 Certificate or Diploma in Leadership Coaching and Mentoring

A choice of study routesBy work-based approach or attend a taught programme

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Gary Cattermole

How to Retain Talent as Green Shoots of Recovery Appear

Gary Cattermole is a Director at leading staff survey provider, The Survey Initiative, here he explains how and why companies need to plan ahead and act now to retain top talent as the green shoots of recovery spread…

When Britain first headed into recession much was made in the media about the high proportion of the UK workforce whom had never worked in a period of economic decline. Now many have experienced the challenges such a period of uncertainty brings, but how will the workforce react when exciting new job opportunities start to appear at the back of business magazines? In a time of recession the majority of employees look for security clinging on to jobs; and the proportion seeking out fresh positions significantly decreases. But the employment landscape is about to change and traditionally companies have found it very difficult to hold on to top talent as we head out of recession. Top talent can often be the first group of employees to leave a business, as by nature they are more aware of their capabilities, more tenacious at reaching goals and more aware of their perceived economic worth.

How to retain top talent?

Strategic plans need to be put in place immediately to ensure top talent doesn’t flee with the allure of increased salaries and employee benefit packages. Business leaders and HR Directors need to reassess their talent management (TM) programmes to ensure they are fit for purpose. Many organisations will have new challenges and want to compete for new opportunities as the wheels of capital start grinding back into action. Talent to meet the new demands may need to be reassessed to ensure they meet a company’s future plans.

Once you’ve decided where your business is going you’ll need to decide who’s going to drive it forward. Reassess who should be on the talent programme, and make sure employees are made aware of who’s on it and who’s not. Don’t keep it a secret, and don’t think it will be too de-motivational for those that were on it if they’ve been shifted off the system – just imagine how they would feel if they are repeatedly turned down for promotion when they thought they were a part of the TM system. Be open and transparent and advise employees what action they

need to undertake to move their career forward within your organisation. Don’t fall into the trap of taking it for granted what you think your top talent need to reach their goals. Talk to them direct and engage them in workshops to see exactly what their career aims are and how you can work together to support them whilst delivering your corporate goals. Be creative and offer staff training and new skill and experience opportunities such as secondments to other departments to share best practise or learn new skills. Remember the more stretched and contented top talent are the least likely they are to leave. All businesses have had to steer through very tough and long hard economic times. Along the way many companies have had to make redundancies, cutback on salaries, offer fewer promotions and less training opportunities, therefore staff will have changed their opinion of your company over the past few years. Engage with all staff on all levels to ensure their voice is heard and that they understand what is going on in the business, especially during a period of change. Many employees will feel that they’ve been incredibly loyal to have stuck with a company through thick and thin so make sure you engage with them on an on-going basis as the economic uplift flows into your market sector.

TOP TIPS TO KEEP TOP TALENT:

1. Review your talent management (TM) system ¬ is it fit for purpose?

GARY CATTERMOLEThe Survey Initiative is a leading staff survey provider, specialising in employee engagement, internal communications and talent management.

The Survey Initiatve - specialising in employee engagement

Twitter: The Survey Initiative on Twitter

Telephone: 01255 850051

Product: Engagement Surveys

2. Align your TM to your strategic goals ¬ it must dovetail into your wider corporate aims and objectives. 3. Is your TM system transparent? 4. Do you consult with your talent or are their needs assumed? 5. Check that your TM system is giving you meaningful and robust information. 6. Be prepared to devise more creative opportunities for those on TM to cope with the changes your business may face. 7. Engage with all members of staff to keep them motivated and excited about future developments.

To find out more, visit www.surveyinitiative.co.uk

ONE OF THREE THAT WORKS

WONDERS TRY ONE OF THE OLDEST TOOLS FOR

INTERPERSONAL RELATIONSHIPSGarland Van dyKe

Joe Frustrated

Joe was a driven, ambitious, person. He pushed himself to accomplish important things, things important to him. Joe was short with others in conversation. He was angry when folks didn’t come through for him on time, budget, or quality. He let them know his bitterness in words and behavior.

You can imagine Joe was a very frustrated individual. People and co-workers stayed away from him. No one wanted to be rebuffed by his sharp tongue. People wondered how he got married and stayed married. Others who knew the couple said it was a rocky relationship with lots of spats.

The result of his work behavior was extra hours of work and fighting

project details by himself. He was not at peace within, anxious, on edge, and even though driven to succeed, never felt good at the end of a project. Without a doubt Joe knew he needed other’s help to get things done on time. In a word, Joe was a mess.

One of Three

You know what Joe needed? Kindness! It is one of three often missing elements in all areas of our life.Joe and the rest of us live in a crazy world. Deadlines and drop dead dates continue to pile up. There is a direct correlation between the upward spiral of anxiety and the due date of a project. The closer the deadline, the higher the anxiety. We all experience it even if we won’t admit it.

People in our world are never perfect. We sometimes depend on others

we are serviceable, good, and pleasant. This definition is from Vine’s Expository Dictionary of New Testament Words.

Consider the Benefits.

(1) If you are kind to others they are likely to return your kindness. We all need kindness. It is one of the fundamental things about being human. You are not perfect. You want

kindness shown to you.

(2) If you are kind to others, you work together well to achieve the

best outcome. This would of course save time,

money, effort, and make for a setting where work really progresses.

(3) If kindness prevails, we all have each other’s back-that’s a team oriented concept. And I’m sure you’ve heard of the

maxim for “team”-

before our piece of work can begin. Their work is often not on time; the work can be substandard for which you will need to straighten out tedious details; the budget doesn’t allow for time to rework work. Those pesky time management records have to be filled out for each project, for each hour of work.

You can see why we are on edge and edgy with each other. Our nerves are overplayed. The stress chemicals run amok in the body. It all makes for a difficult environment. We need kindness. Even more, we need to show kindness to others. We get when we give.

Kindness is a verb. It shows action. We “do” kindness to ourselves and others. Kindness in

action means

Together Everyone Accomplishes More. To some that sounds “hokey.” Then again, consider how many millions are spent in the team industry-management, leadership, team building, and organizational development. The team that wins the biggest goal in sports does so because of the

team concept. Those folks are simply good to each other.

(4) If kindness is present you can enjoy your successes. You are relaxed. You are excited about the work opportunities before you. Why is this important? Ask management folks how much money is lost in absenteeism.

(5) Kindness is one of three golden life elements. The other two are courtesy and respect. The world is losing its place in civility. Workplace shootings, bombings, and such may be prevented if we were more conscience of simply being kind to each other.

(6) For me, in my line of work as a minister, kindness is required by the Almighty and presented in The Book: “And be kind to one another, tenderhearted, forgiving one another, even as God in Christ forgave you,” Ephesians 4:32. Sounds like the best plan of all to me.

Website: Garland Van Dyke

Email: garland@garlandvandyke.com

Facebook: Mindu on Facebook

Garland is minister motivating others to find that which is truly important and amazing. He provides coaching and speaking to individuals and organizations.

GARLAND VAN DYKE

Encourage JOEEverything depends on .Jobs-available when sales occur. None of us can afford mean sales-people.

Opportunities-maximized by kindness. Don’t be on the outside looking in.

Encouragement-acts of kindness toward others driving everything to completion.

http://www.returnoninvestmenttraining.com/

When we were kids, most of us played “Follow the Leader”. The idea was that you would take turns being the “Leader“. In fact, the one who followed the best was to become the next leader. Sometimes that didn’t happen. Sometimes the “Leader” wanted to stay being the leader and the followers wanted that person to continue on being the leader. Sometimes the “Leader” wanted to continue on being the leader and those following didn’t want him to continue on, they may have felt the person that had led wasn’t a good leader. So, there was discord; some quit caring if they followed, others purposely quit following, some became confused as to who were they supposed to be following, and some broke off into their own game of “Follow the Leader”. Aren’t we glad these things don’t happen in Corporate America?!

But, they do. A Harris Interactive poll was taken to find out how well organizations function under current leadership. Here are theresults which involved

FOLLOW THE LEADER

interviewing 23,000 working Americans and interpreted by the late Stephen Covey as if these organizations were 11-member sports teams:

•Only 4 of 11 players would know which goal was theirs •Only 2 of 11 would care •Only 2 of 11 would know what position they play and what their role is •9 of 11 would, in some way, be competing against their own team, instead of the opponent With so much leadership training available, why are so many in corporate leadership so lacking?

With all of the Leadership training on the market, why do organizations ask for new Leadership training? Tony Robbins recently said about Leadership, ‘A leader is someone who creates breakthroughs.” We’re living in the most disappointing time in leadership in my history of being here. Why are we disappointed? Because the people we are calling leaders are really followers.

edward lewellen

Most...leaders are trying to keep their jobs so they do what’s popular. There’s no leadership in following what’s popularLeadership is your capacity to step in when you know it’s unpopular...and to influence others. In my mind, here’s my definition of a Leader: A person of real influence. A person that will not stand for something if they know in their soul that it’s not right.’

Here’s my challenge to you; How will you show yourself to be a true Leader? What legacy will you leave that will have an impact on the people you touch and beyond? What are you going to do to change the stats shown above?

I want to look at four areas of life and business to give you some guidance. And, I believe you have to start with your own psychological, convictional, and behavioral systems.

“A leader is someone who creates breakthroughs.”

Tony Robbins

1) Are you congruent in your life? Here’s a great test to find out if you are, or not. Are you happy? If you’re not happy, then how you see yourself (psychological) isn’t congruent with who you are being. If you’re incongruent and not happy, then how can you have a positive impact on those you lead?

2) What do you believe (convictional)? Do you believe you aren’t worthy? Not

good enough? Not confident enough? Not good-looking enough? Tall enough? Short enough? Skinny enough? Do you believe that other people are only out for a paycheck? Aren’t honest? Are lazy? Are stupid? That they will always have more than you? That others are “lucky” when they find success…and you don’t?

3) What does your lifestyle (behaviors) show about you? Do you display anger? Treat other people with disrespect? Give up when things get tough? Look for excuses, instead of solutions? Find someone else to blame things on when a project fails? Always are asking for more resources, rather than being resourceful?

Once a Leader brings these areas into focus, they then have an opportunity to be a real benefit to the people they lead.

The next area I believe that a real Leader will create is a culture that fosters the outcomes they desire and that fits their vision, mission, and values. This may be, or not be, the same as the organization with whom they belong. I’ll give you a personal example: I was once a Sales Leader in a company that was led by a CEO that was in a constant rush. The feeling of the top-level executives was that if you aren’t in a frenzy, then you must not be working. After just a short time with the company, I had the sales team running at a smooth, even pace. We had time to enjoy our work and receive extra training, while exceeding sales quota. I remember being called into the office for a meeting with the CEO and CFO because they felt the sales team was slacking off and wouldn’t hit an important deadline.

I was told that the CFO, a few other executives, and I would need to get on the

Website: Transformative Thinking

LinkedIn: Edward Lewellen on LinkedIn

Email: ed@trans-think.com

Telephone: 972.900.9207

Product: Dr. Lewellen’s eBook “Creating a Life in Forward Motion”

EDWARD LEWELLENDr. Lewellen is an expert in leadership development, organizational alignment, motivation, goal-setting, change management, sales management, and other top and bottom-line initiatives.

phones right away and work long hours for several weeks. This was in addition to the sales team that was ‘slacking off’. I told the CEO and CFO that I had it under control and not to worry. That made them worry even more, because I didn’t go into “Emergency” mode. Without any extra hours, without a frantic pace, not only did the sales team exceed the quota, they exceeded it by 500%! They created more sales that month than had ever been created for that company in a single month! I led the sales team against the frantic-style ‘culture’ of the overall company to heights that had never been achieved.

4) Create the culture. What will you do to create the culture around you that drives extraordinary outcomes? You must first have a vision that you are passionate about and that is bigger than yourself. It must be something that others want to contribute to and be a part of, something that will change something else for the better. What’s your mission for the people you’re leading, the reason for them being gathered together? What values do you and the people you lead value? When you create this culture, it brings a great deal of clarity.

A few examples are: •You will know what projects you will take and which ones you won’t •You will know which people you will hire and bring on the team and which ones you won’t •You will know which people will stay on the team and which ones will need to find somewhere else to work

•You will know what behaviors will be promoted and cultivated…and what won’t be

As you fully consider all of this information, you discover that clarity is the key. Clarity about yourself (psychological, convictional, and behavioral), clarity about you purpose, and clarity about your desired outcomes and the culture that will make them achievable. With this clarity, here are what your stats will look like from the previously mentioned poll:

•11 of 11 players will know which goal was theirs •11 of 11 will care •11 of 11 will know what position they play and what their role is •11 of 11 will be competing for their own team

So,discover who you truly are, what your values are, what your vision is, and live congruently with those! The happiness and satisfaction you find will empower you to live the definition of the term “Leader”!

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The 7 Types of People Who Never Succeed at Work

10 Mistakes Happy People Never Make

The 10 Worst Things Bosses (and Employees) Can Say

There is a lot of material on change management and how the only constant in the world is change itself. This focus on change and change management can make one think that change is what we should be aiming for. But do we have it all wrong? Should we be talking about change or about how we are going to move forward? In this article I will challenge us all to thinking about moving forward, rather than change.

Do not get me wrong. I do believe that we are living in a world that is very much changing and changing at a faster and faster pace. This is certainly a factor that we need to consider in our actions in moving

forward. However I believe that the focus needs to be on what we want to achieve and what the future will look like.

I have experienced moving forward over the last couple of years in my role in the Australian Army Reserve. At the beginning of 2011 I was posted into my current role as Officer Commanding 4 Combat Engineer Squadron. The squadron was operating at a good level and was

meeting the required outcomes. There was not a need for change per say. After a conference with my senior staff we concluded that there were areas that we could improve in.

Change, or Moving Forward?

attila oVari

Without going into the full details, we analysed our mission, the upcoming structural changes to Reserve Engineers and our likely future tasks. We then developed a staged plan to evolve into the squadron that will be required for the future. This vision has placed us ahead of the change cycle that the Army Reserve is currently experiencing.

The changes were not all made at the same time. However during the whole time we did not focus on change, we focused on what we wanted to become as a Squadron and why? The why was very much an operational focus for our likely future tasks. We developed a simple sense of purpose being “providing a deployable Troop and a deployable Squadron Headquarters”. Though simple this sense of purpose enabled us to sharpen our training program, reorganise our equipment & stores and develop our standing operating procedures.

“the focus needs to be on what we want to achieve and what the future will look like.”

The outcomes of this sense of purpose, has been that the Squadron has

changed. The change was not because we focused on change, but more on where we needed to be (moving forward). The changes have not been what everyone wanted and through using a moving forward approach we have been able to ensure that everyone has at least been aware of why. As I review the last couple of years in command of the Squadron, I am proud of what has been achieved.

So what are the lessons that we can all apply in our work places. What are the key steps that we can take away?

• Step 1: Develop what it is that you want to become. This is not what you want to achieve, this is what value add you will make to your area of influence. Review your mission, your stakeholders expectations and your vision for the future. Work with your team on this process.

• Step 2: Develop an easy to understand sense of purpose for the organisation. In step 1 you discover who as an organisation you want to be; in step 2 you are focusing on what this means. What is the sense of purpose that you want each and every member of your organisation to focus on? Ensure that this is an easy to understand purpose statement.

• Step 3: Develop a plan to move forward towards your organisational purpose. Ensure that you involve your team and other stakeholders in this process. The more involvement and

ownership over the plan that you can empower on your stakeholders, the more likely they are going to move forward with the same sense of purpose as you.

• Step 4: Monitor your progress. Ensure that you take the time to step back from the day to day activities to ensure that you are heading towards your desired sense of purpose. It can

Blog: Attila Ovari

Telephone: +61-450-030155

Email: attila@ovari.biz

ATTILA OVARIAttila Ovari has a large Passion for Life. As a Leader, Trainer, Speaker & Writer Attila utilises in excess of 16 years of leadership and management experience. He has a reputation for challenging both himself and those around him to set and achieve high standards and goals. Attila has demonstrated leadership ability through inspiring and empowering both paid and volunteer team members in business, government, private and not for profit organisations. Attila has qualifications in Management, Training and Assessment, and is currently studying towards a Masters of Business Administration

be easy at times to get distracted by the day to day stuff and go off course. Ensure that key decision points are selected to review your progress and direction.

• Step 5: Adjust your plan. As you implement your plan it is the purpose that is important, not the plan. If you need to adjust the plan to meet your purpose, then adjust your plan, not your purpose.

• Step 6: Review and Celebrate. As you progress forward, you will

consistently review want you want to become and also your sense of purpose. However as you review these things, remember to celebrate with your team and stakeholders the ground you have gained.

So in conclusion I again challenge us all to think about moving forward, rather than change management. Through a focus on a sense of purpose I am sure that you will be able to move your organisation into the organisation that you want to become.

“We keep moving forward, opening new doors, and doing new things, because

we’re curious and curiosity keeps leading us down new paths.”

Walt Disney

www.actionlearningassociates.co.uk Action Learning Associates Limited. Company registered in England number 3529424. Registered office address: The Stables, Langham Place, Rode, Somerset BA11 6PL

One day cpd workshop for experienced facilitators: Excellence in facilitation using Mindfulness

Mindfulness is a proven technique widely used for relieving stress and medical conditions in hospitals, universities, prisons, courtrooms and businesses all over the world. But did you know that Mindfulness techniques can be incorporated into your practice to help you improve your facilitation skills? It helps you develop greater awareness of what’s going on in your mind and body by enabling intuitive knowing of what you are doing while you are doing it.

Excellence in facilitation using Mindfulness A one day continuing professional development workshop for experienced facilitators which offers an experiential introduction to incorporating mindfulness techniques into your facilitation practice. These can be used successfully within action learning sets and other facilitated events such as team or board days. The day will explore what differentiates ok facilitation from excellent facilitation and how mindfulness techniques can overcome specific challenges and significantly improve your skills.

The trainers The workshop is delivered by Senior Associate, Di Bligh, a highly experienced facilitator and trainer who specialises in action learning. Di has been using mindfulness techniques and meditation for 15 years. Di co-delivers larger workshops with Director, Sonja Antell or Associate Surya Turner. Both co-designed the course and have seen the benefits that regular use of mindfulness techniques brings to their facilitation skills.

Action Learning Associates Founded in 1998 to promote and develop action learning, we are the largest independent group of action learning professionals and work in all sectors in the UK and internationally. ALA offers continuing professional development for experienced facilitators including training in virtual action learning and peer consultancy sets. Our current and recent customers include:

Ernst & Young Heineken International Nissan Citizens Advice Real Ideas Organisation Sainsbury’s Body Shop Cornwall Council Oxfam Action for Children Amnesty International 38 Degrees

Next workshop: Friday 22 November 2013 Venue: central London Costs: The one day workshop costs £295+VAT which is payable on booking. This includes refreshments, lunch and resource material.

Further details or to book: info@actionlearningassociates.co.uk 0207 407 1971

Really made me review my facilitation skills, taking stock and learning from others’ experiences Lynn Cowan, OD Consultant, NHS National Services, Scotland

A very good introduction to the technique of mindfulness and an exploration of how you might use it in facilitation practice Steph O’Halloran, Development Adviser, Open University

An engaging, informative and enjoyable exploration of mindfulness and its relevance to facilitation and action learning Lynda Haddock, Director & Education Consultant, Zaphod

BarBara ann derKsen

Honesty and Integrity

in the 21st Century

Have you ever watched a child who tries to get out of a pickle? They invent a story, and try hard to get the person they’re defending their actions to, to believe their tale of woe. That’s what a fiction writer does. We invent stories and, in the writing, work hard to get out readers to believe that the story is possible. So...while we would call the child a liar, does that mean that fiction writers are liars, too? And if we are...in the writing...how does that translate into everyday life? Are we able to leave the lie that we write and live the life of a person of integrity...someone that people can trust?

Trust is a big issue. If you think about who you trust and who you don’t, why did you lose trust in that person? Probably because they lied to you a time or two so you know you can’t trust them or their word. It takes a long time to rebuild trust once it’s

Displayed integrity or honesty reveals our worldly expectations. Would you agree? When we point out to a store clerk that they made a mistake when they returned more change than was due, do we see surprise register on their face? When we return someone’s dropped wallet with all their money and credit cards intact, do we expect a reward or simply toss it up to the way one should live? Are lies a way of life in our current job description or can our performance be held to a higher standard filled with integrity and honesty?

Day by day, we who write fiction are immersed in a world that does not exist, telling - no - showing the story of people who do not exist, inventing dangers for the characters to avoid or not, and pretending that there’s someone in the story who cares. It’s all made up, false, a figment of our imagination.

Product: Latest Mystery. Available on Amazon.

Website: Adventures in Writing

Facebook: Barbara Ann Derksen on Facebook

Email: barbarawrites14@gmail.com

Telephone: 204-392-8113

BARBARA ANN DERKSENWatching the expressions on the faces of her readers is what drives author and speaker, Barbara Ann Derksen to write. Her favorite genre is murder mystery but each book brings forth characters who rely on God as they solve the puzzle in their life. Canadian born, Barbara is a member of The Writer’s Collective, and Christian Motorcyclists Association, USA.

broken. I don’t want people to distrust who I am or what I stand for just because I write fiction.

Now is this a stretch? Are all of you able to separate yourself from the fictional life you’ve created, to live a life of integrity? I’d love to hear some of your responses. I remember when I used to watch soap operas when I was a young mom. I’d live for the next segment, feeling the pain with the characters. I want people to react the same way to my books but...I want them also to know that they aren’t real, even though they feel real. When I deal with actual people, I want my ‘yes’ to be yes and my ‘no’ to be no. I want to keep my word, carry out the plans I’ve committed to when I’ve said I’d do them, pray for people when I say I will. I want people to see me as a person they can trust, a

person of integrity and while integrity seems to not be as important in our world as it once was, I think that it matters...a great deal. I hope you do, too.

PETER THOMSON INTERNATIONALAs the UK’s leading strategist on business and personal growth and the UK’s most prolific information product creator I can help you by sharing tried and tested ideas from my 40+ years in business

THE SURVEY INITIATIVEWe focus on the design and implementation of employee research and surveys to deliver valid, meaningful and actionable results for our clients.

PEOPLE ALCHEMYWe focus on providing online performance support resources for managers. Alchemy for Managers is an online management support toolkit that provides just-in-time resources for leaders and managers. The result? Better managers. With around 130 topics this toolkit includes management methods, tips, and practical information written by over 100 industry experts.

FRIDGE PRODUCTIONSFridge Productions make high quality video and have a background assisting executive boards and consultancies to communicate leadership, employee engagement and cultural change throughout their organisations or client base.

CAFE STYLE SPEED TRAININGCafé Style is bite-size chunks of experiential learning activities that can be facilitated by anyone, any time and any where!

BONNIE WILLIAMS THE WHOLE PACKAGEBonnie speaks at events and leads workshops and in-company programs in The Netherlands and across Europe, with a strong focus on future-proofing people and organizations: promoting the fusion of professional success and personal fulfilment.

CATALYST INCCatalyst is a direct and digital marketing agency that helps clients acquire, retain and develop long-term relationships with their customers. We take the guesswork out of marketing decisions by combining intellectual curiosity and inquisitiveness with hardcore analytics, deep customer insight and a measurement mindset.

Bob Mason helps companies develop energized leaders, engaged employees, and more profits by teaching supervisors and managers to lead.

BOB MASON

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Recently I went to a HR in SMEs conference and enjoyed a great day listening to a number of inspiring speakers talk about their experiences of managing the changes that growth brings to a business.On the day though, I saw conferences as a form of CPD in a whole different light. Sat at the back of the room was Perry Timms of Twitter – #PunkHR

– fame. Perry was managing social media at the conference and from the outset we were told, “Don’t turn off your mobile phones; join in our tweeting throughout the day.”What caught my imagination was that throughout the conference, people who were not even in the room, at the conference were Tweeting in to ask questions of the

speakers, bringing a whole new dimension to CPD.

I turned to thinking about the value of social media within the workplace, particularly as a knowledge management tool. But perhaps social media takes knowledge to another level.

Knowledge management seems to me to be process driven; a way of getting knowledge to permeate the business so that best practice is shared. It can, although not always, be hierarchical.

Social media is different in that it takes on a more informal and less structured approach; there is no reason why it cannot be used to pass knowledge across the organisation, by blogging for example, but it adds value in a different way.

Whilst knowledge management provides a framework for knowledge to be captured and shared where it can best be used, social media adds value by enabling people to use knowledge in a more innovative way; they can still share best practice but at the same time they capture their experiences and opinions so that those on the receiving end of the knowledge can make their own judgements.

Social media can add value

Social Media as a form of Knowledge

ManagementBy Julie Gordoon

in a different way to knowledge management as a means of employee engagement; given the technology to allow people to engage in this way, they will do so because they identify with it, not because it forms part of a given structure in the way that knowledge management traditionally works in organisations.

Value is also provided from social media in that it encourages innovation, discussion and debate. Communication groups emerge from social media through joint interest in a

theme; those who sign up to a group share its purpose and make their own decisions about participation, rather than it being something that is done to them.

Both knowledge management and social media have their place within an organisation but each need their own strategy and need to be valued in their own right as a means of communication, innovation and engagement.

Telephone: 01302802128

Email: info:chrysos.co.uk

Website: Chrysos

JULIE GORDONJulie Gordon heads up the team at cHRysos HR Solutions, an organisation specialising in the delivery of HR and Leadership-related training, professional qualifications, as well as HR and business consultancy services. With over 20 years’ experience in learning and development within the private and public sector, Julie’s key strengths are now in the management of the learning and development process and in work-based learning. As well as working in industry, Julie has held various academic teaching posts and has published journal papers in the field of learning and development.

“Both knowledge management and social media have their place within an organisation but each need their own strategy”

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From Visual.ly

What Employers Really, Really Want?

Clara pound

Getting employees

to do what the business needs is often a challenge for many business owners and people managers. When we employ people the hardest thing is often how we will define and then communicate what is expected from our employees and what the business needs in order to function well.

In order to get the right outcomes employers (business owners and people managers) need to know how to clearly define and then how to communicate the right information, in the right way, to their employees.

While it is often easier to complain about what is not being done by our employees, knowing what we want and being able to clearly communicate it in the right way to the people who

need to know is essential to getting the right outcomes.

George Bernard Shaw said – “The single biggest problem with communication is the illusion that it has taken place.”

Human beings are complex creatures who can create

complexity from simple things.

We often see a great business falling victim to the poor behaviour or inadequate performance of employees who do not know what they need to do to be great employees for that business. Often employees are not advised of any consequences to their poor behaviour or inadequate performance until it is too late.

This lack of clear and respectful communication of relevant information can make it really tricky if not impossible for even the best employees to give their manager or the business the great outcomes which are sought after.

Good communication skills from people managers and business owners can be the key to great employees giving productive outcomes and behaving appropriately in the workplace.

Most interestingly many poor communicators adamantly believe that they are giving out the right message in the right way. Like many situations it is easy to see ourselves and our actions in a good light and see that others have the short comings.

Considering the amount of time, energy, and money which is invested in finding and appointing an employee to the business it makes good business sense to improve the chances of great outcomes from our employees by communicating a clear and strong message ‘respectfully’.

The following tips will help business owners or people managers to improve the outcomes from their employees:

• Sara Lee Induction: have a well structured and presented induction process which layers information over a period of time and mirrors the information provided in both the recruitment process and what is required of the position by the business. The induction process should be a solid bridge into the business, the link between what I can

offer (as an employee) and what the business needs.

• Create a culture of professional respect and regard: workplace culture should be designed and developed to prevent the damage caused by lack of respect and regard for other work colleagues. There is a level of professional respect and regard which needs to become mandatory. Decide what this is and implement this into your business. A good workplace culture will help to increase the engagement of your employees into your business.

• Clarity of understanding: have a clear and defined understanding of how each position needs to contribute to business outcomes and be able to clearly and effectively communicate this to your employees. Ask for feedback so you can know whether your message has been clearly interpreted after all communication is the response you receive. • Communication Skills: ensure all people managers learn and apply the leadership skills and the communication skills needed for working with their employees.

“Communication becomes the response you receive, not the

message you are giving out..... “

Communication becomes the response you receive, not the message you are giving out.....

• Policies & Procedures: Have the right documentation (Policies, Processes,

Procedures) in place and make sure employees know what it means to them. This will help you increase your chances of having great employees.

• Be prepared to take appropriate action: make sure that Policies & Procedures are used and applied equally for all employees and that ‘consequences’ become a standard expectation of non compliance. • Fairness & Equity: employees will feel more respected and will respond more

appropriately when similar problems or queries are dealt with in the same way for everyone. They will also know exactly what to expect. Most importantly be prepared to repeat the message, gently,

sensitively and frequently and to give positive feedback when good things are achieved and when behaviour mirrors what is expected. In most cases ordinary

Website: Helping Employers get what they Really Really Want!

LinkedIn: Clara Pound on LinkedIn

Email: clara@practicalpeoplesolutions.com.au

Telephone: 0411 309 308

CLARA POUNDMrs Pound is Director of Practical People Solutions. Practical People Solutions conducts a wide range of workplace training including the new - “Employee Good to Great” workshops- giving Employers what they really, really want!

Mrs Pound has over 23 years of experience in dealing with most people related challenges within the work environment.

employees can become extraordinary with the right information, guidance and direction and with the right coaching. Employees who clearly know and understand what is expected of them have a much greater

chance of being great employees and employers who clearly know and understand this have a much greater chance of being happy with the outcomes.

“Be prepared to take appropriate action: make sure that Policies & Procedures are used and applied equally for all employees and that

‘consequences’ become a standard expectation of non compliance.”

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One can scarcely open a business publication lately without being bombarded by fifty shades of Marissa Mayer and Sheryl Sandberg. Over the last many months the topic of Female Leadership has had more ink thrown its way than the combined rosters of the NBA and NFL. Business media, like all media, tend to regularly cycle through a long, dog-eared list of catchy topics and for some time now one of the favorites has been Female Leadership in general, and noteworthy individual female leaders in particular. I am not female but if I were I think I might be plenty miffed by media’s recurring epiphany regarding the efficacy of female leadership attributes. Honestly, how many more times must we “discover” female leadership, and how many more times must we endure the side-by-side lists of male and female leadership traits; pitting “Warrior” vs “Caregiver”. Seriously? Can we not, once and for all, accept the reality that females are eminently qualified to lead successfully, and get about the task of using that information to transform

and integrate our leader development itinerary?It’s been 23 years since Sally Helgesen gifted us with four splendid examples of how women neither need to become like men nor do they necessarily have to play by men’s rules in order to lead successfully. In her portrayal of the fundamental differences in how men and women approach leadership she deftly describes where the “female advantage” comes from. I believe a fair reading of her foundational work might conclude: For the majority of men it’s largely about the “what”, the “event” and the “win” – and for women it’s much more about the “how”, the “process”, and the “context”.

“Now is the time to unite the soul and the world. Now is the time to see

the sunlight dancing as one with the shadows.”

Rumi

Leading From Our Inner

OtherBernie naGle

She builds this comparison not in a customarily competitive context where “what” and “how” reside at opposites ends of an either/or attribute spectrum. Rather, she coaxes us to picture them comprising the intertwined, complementary halves of the Tao symbol – yin and yang; non-dual; female/male energies in harmony and interaction. Rather than dismiss or disparage the Warrior archetype she describes how each of the four female subjects of her book, “has mastered the Warrior skills of discipline, will, and struggle necessary to achieve success in the public realm, but then moved beyond them to provide models of what leadership can become when guided by the feminine principles.” In other words each of the women profiled in Helgesen’s diaries has learned how to honor and animate their “inner other”.

Thinking back, even to grade school, I don’t recall ever fully embracing the “warrior/hero” mentality, so prevalent in male leadership lore down through the

millennia. Maybe

I was just a wimp. Quite possibly I

didn’t warm up to power and domination because I was small and skinny and not at all likely to influence others physically or psychically. It is entirely possible that my tendency to default to reason and collaboration was nothing more than a rational accommodation to size and stature, but upon further reflection I realize I came by my more-feminine leadership tendencies much more honestly. Two noteworthy influences in my life demonstrated to me a convincing alternative to stereotypical male behavior – my mother and my father.

My mother could be an outwardly dominant figure who was able to command attention and deference in most situations. A registered nurse who scrubbed floors and took in ironing to put herself through nursing school, this

woman would have none of the doctor/male BS on the hospital floor, in the school principal’s office or occasional neighborhood dust-ups. However, her hard-as-nails exterior belied the caring, compassionate, shaman-like spirit that was her true inner being, and I got to see her in that role of gentle healer more times than I can recall. My father, on the other hand, portrayed an almost-submissive exterior. But he was an intent listener; cleverly inclusive and collaborative, yet resolute – and able in most organizational settings to influence opinion, build a following and sway consensus – thus repeatedly becoming the leader of social clubs, sporting associations, and numerous church committees and activities.

What I observed in my parents from my earliest memories was what I believe Jung would describe as an androgynous maturity, an expression of both male and female energies, as complementary components of human psyche; an integration of anima and animus. In short, my parents had learned to honor and animate their “inner other” and this in turn is what I learned. Consequently the inclination to listen, include, collaborate, nurture and

connect – came as naturally to me as the instinct to pillage and plunder came to Julius Caesar, or the impulse to raid and acquire to Carl Icahn.In the closing pages of “The Female Advantage”, Helgesen refers to the work of psychologist, Carol Pearson, where she describes the classic male and female heroic archetypes – the Warrior and the Martyr – and suggests we move beyond them “to acknowledge a new kind of hero that unites the qualities of both: the Magician”. In Pearson’s words, “At the Magician’s level dualities begin to break down. Magician’s see beyond the apparent dichotomies of male and female, ends and means, efficiency and humanity, mastery and nurturance, logic and intuition. Instead they focus

on the interconnections that bind all human beings together and relate events to one another.”

It is the “Magicians” among us - competent, resolute, compassionate, mindful, conscious - who have learned to honor and animate both male and female leadership energies. If we are to overcome the daunting dearth of enlightened leadership in the hallways of corporate entities worldwide, we must lose the focus on “male vs female”, and begin to encourage a transformative development of leaders who embrace both the anima and animus – men and women alike, learning to lead from their “Inner Other”.

Website: Altrupreneur

LinkedIn: Bernie Nagle on LinkedIn

Email: altrupreneur@gmail.com

BERNIE NAGLEBernie has spent the last three decades studying, teaching, and facilitating Employee Engagement through Conscious Leadership. He has held positions as VP of Operations, Director of Strategy, and Director of Global Process Improvement for Fortune 500 companies both domestically and globally. He is also the author of a hardcover book available on amazon called “Leveraging People and Profit” @altrupreneur

Book: Leveraging People and Profit

http://goo.gl/Xr0haZ

One of the reasons I am passionate about leadership is because I believe leaders now and in the future have the skill, position, influence and potential to help prevent and cure suffering at work.

Suffering you might ask? Isn’t that a strong word? Well yes it is, and no, I am not even talking about the endemic slavery that exists, in our so called civilised world, or about the child labour horror which is rife still. Even though, both are indeed, a

terrible indictment on our levels of “civility” and care for each other as world citizens.

So what do I mean by suffering? By suffering I mean the “quiet desperation” experienced when people come to work with a heavy heart. When the stress levels at work, are so high employees are on medication. When levels of cynicism are high, because senior managers simply aren’t trusted. When people don’t have any control, don’t feel cared about and, are a simply a “bum on a seat”.

If by this point in reading you are feeling dismissive, resistant or uncomfortable and you read on, you are likely one who is able to face those inconvenient truths which life presents us with.

Don’t get me wrong, I know only too well that as leaders we have massive pressures and we do a fantastic job most of the time. But sometimes we

have to really take some time out to take a really hard look, to see

Facing Inconvenient Truths

By Christina lattimer

the inconvenient truths surrounding us. Leaders might think suffering at work isn’t applicable to them and their team. If their team is engaged, motivated, with a clear purpose, a great work/life balance and works harmoniously together, they could be in the small majority of leaders who actually help to relieve suffering at work. An easy way to find out would be to ask their team. If not would they listen to and face an inconvenient truth?

I worked with a brilliant group of students recently. We talked about the issues facing our leaders both at a global level and in the corporate and business world. We looked at the economy, the environment, war, diversity, technology and everything else which influences and impacts on our leadership.

We also looked at the evidence out there about the distrust and lack of competence of leaders at work. According to the World Economic Forum reported by “The Economist” in January 2013 only 18% of followers trust leaders. The DDI report “Time for a Leadership Revolution 2011 ” reported that only 38% of leaders rated the quality of leadership highly. Study after study shows that employees aren’t loyal and are dissatisfied at work globally, while in the UK, the CIPD Employee Outlook report 2012 showed a massive 72% of those surveyed reported a lack of leadership and management skills.

After the students and I explored the issues currently facing leadership now and in the future, I asked them this question. “What qualities and skills would you want your own leader to have given the task ahead”? This is what they said.

“Integrity: Credibility: Wisdom: Courage: Consistency: Social Intelligence: Charisma:

Vision: Communication: Appreciation: Decision making: Fairness: Justice: Rational: Creativity: Honest: Open-mindedness”

This from a group of multi-cultural students from a cross-section of ages and from all walks of the world of work.

“The mass of men lead lives of quiet desperation. What is called resignation is confirmed desperation. From the desperate city you go into the desperate country, and have to console yourself with the bravery of minks and muskrats. A stereotyped but unconscious despair is concealed even under what are called the games and amusements of mankind. There is no play in them, for this comes after work. But it is a characteristic of wisdom not to do desperate things”. Henry Thoreau

Not a mention about profit-making or sales acumen or economic prowess. When I challenged them, and queried that the list was predominantly value based. They confirmed that it is those values which for them would make or break a leader. There was also a resigned cynicism because some of them did not believe that leaders would buy into those values.

I was talking recently to a colleague about a change programme he was developing. He was astounded because his experience with the senior team he said (quote) “could only be described as derogatory to their subordinates”. I had come across this kind of attitude before. I find it’s mostly an unconscious slant, which some leaders have slowly assumed over the years, because of their position and the zoning out of their sense of powerlessness to make a difference. I call it “The Superiority Complex”.

One of the problems with dealing with this complex is that it is largely unconscious. When someone becomes conscious of

negative attitudes it can be terribly painful to wake up and realise how damaging their negative stance has been. For many it is an inconvenient and painful truth, and for those who have the humility to surrender their attitude, it can be life changing.

We don’t need a revolution in leadership, because then we make people wrong and resistant and thus the denial continues. We simply need to wake up - wake up from the sleep we’ve been in and when we wake up we have to forgive ourselves for the lack of awareness our conditioning has created, and face up to the inconvenient truths and the painful albeit temporary process this can involve.

When we face up to the truth of what lead-ership is really about, then the suffering of employees will begin to diminish. There are many great leaders and leadership experts who are effecting the shift needed. A shift is happening, and it is a heartening shift, but one which needs courage and soul-searching to really make a difference.

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You think they already know these things?

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