Developing High Performance Leadership

Many organizations today are undergoing a rapid transition from the old rather authoritarian management style based on command and control to a newer more participative leadership style based on influence rather than use of authority. This, coupled with the fact that the reality of modern organizational life is about achieving more with less, has led to a demand for a new form of managerial leadership - high performance leadership. High performance leaders empower others to venture into unknown territories, inspiring colleagues and staff to make difficult decisions and are able to move their organizations forward in new ways to achieve better results.

The term managerial leadership recognises the subtle switch over the past decade from the role of manger to that of leader. This is not to decry the traditional management activities such as planning, organizing and controlling. Rather it is to acknowledge the transition from control to empowerment that has taken place. Managerial leadership is a way to encompass both sets of activities and high performance leadership is a way of recognizing the leadership attributes needed to achieve long-term organizational success.

One of the key distinguishing features of this type of leadership is the ability to initiate, drive and constantly encourage change. High performance leaders are pioneers – people who are willing to step out into the unknown in order to achieve innovation. These leaders search out opportunities, experiment and take risks. Leaders lead by their own example, being a role model for others to follow, acting in ways that are consistent with their beliefs. They model the way.

High performance leaders acknowledge the power of working collaboratively and concentrate their efforts in building peak performance teams. This involves developing vision and values, establishing direction, and persuading others to see, understand and believe in their vision through developing shared goals and plans of action. As the team develops and matures the leader must also change the leadership style to best suit the stage of development the team has reached – Forming, Storming, Norming and Performing- being able to diagnose and trouble shoot at every stage.

This ability to change leadership style, not only during the stages of team development, but when leading and managing staff at every level, is the hallmark of high performance leadership. By analyzing the “maturity” of the subordinate and the varying levels of support and direction needed in any given situation then the leadership style can be varied between direction, coaching, support or delegation matching the most appropriative style with the given circumstances.

Sharing vision and setting goals as mentioned above, lies at the heart of managing performance, which is the natural domain of a high performance leader. Involving others in creating smart goals and setting performance standards and expectations leads to a clear understanding of what is needed from the team. Being able to spot performance problems early and developing the ability to coach and council are now an integral part of the leadership role.

High performance leaders develop the key interpersonal skills to lead others. They understand their strengths and weaknesses as a leader, acknowledging their preferred behavioural style when dealing with other people, developing the ability to change style if appropriate. They understand the power of effective communication encouraging others to give constructive feedback and praise when appropriate. They have learnt to empower and delegate. Above all they are honest – in the majority of surveys asking about the most admired qualities of leaders the top four qualities identified in rank order are: honest, competent, forward-looking and inspiring.

To summarise, one can do no better than to refer to Warren Bennis’ now classic book, Leaders. He describes leadership as “heading into the wind with such knowledge of oneself and such collaborative energy as to move others to follow” His book offers four major strategies that seem to form the essence of high performance leadership. Attention Through Vision – “I have a dream” (Martin Luther King) The leader must set a vision for others to follow. Meaning Through Communication – “If you can dream it, you can do it” (Walt Disney) The leaders vision must be communicated to the people who can make it happen. Trust Through Positioning. The accumulation of trust is a measure of the legitimacy of leadership; trust is the emotional glue that binds followers and leaders together. The Deployment of Self Through Positive Self-Regard. Leaders must have persistence and self-knowledge, be willing to take risks and accept losses, make and honour commitments, be consistent and willing to learn constantly.

To paraphrase a quote from Collin Powell “High Performance leadership is about achieving more than the science of management says is possible.”

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

The Changing World of Work and Its Impact on Careers and Mobility

“The battle to remain employed has been lost – the new battle is to remain employable” Welcome to the brave new world of the 21st Century. All around us the old certainties are fast disappearing to be replaced by the new, the unknown and the uncertain. Consider some of the paradoxes. The economy is changing. The iron rice bowl is no more. Jobs for life have gone, unskilled, low value-added added jobs are fast disappearing, full-time jobs are being replaced by contract or part time working. We are rapidly transforming into a knowledge based economy driven by information technology, research and development and the provision of advanced services. Organisations are changing. They are flatter, leaner and more flexible having to respond to the changing environment, customers and clients faster. It means there are fewer people being employed and they have to work harder, faster, smarter, be multi skilled and creative with a new more open mindset. The market is changing. Consumers are older, greener and wiser demanding sophisticated added-value products and services. If you can’t deliver a better product or service at a cheaper price in a fast changing market place – your competitor will!

“There is no such thing as a career path any more – it’s crazy paving and you lay it yourself” The old employment paradigm has shifted forever. In the past organizations were paternalistic, offered job security, had defined career paths, practiced succession planning and had focused job descriptions and titles with narrow and specific responsibilities and clear reporting lines. The new organizational reality is very different. The company is no longer responsible for your job security. No employer anywhere, in any organization, can guarantee you a job. The old psychological employment contract has been replaced by a looser less structured working relationship. The emphasis is on employability not employment. Careers must be self-directed and highly flexible. You must be prepared for total mobility – upwards, downwards, sideways. People must take more responsibility for their own development building a portfolio of skills and talents, capable of switching roles rapidly and multi tasking with ease.

Career resilience is the new mantra of our times. You must be responsible for yourself adopting a “self-employed” mentality even if working for a large organization. Knowledge is the new currency of business and lifelong learning and unlearning is no longer an option – it has become mandatory for survival.
All employees must know the skills they have and how these skills can be marketed to other employers. They must continually update and upgrade their skill and be aware of new roles they may be required to fill. They must push to the outer limits and enjoy doing it, developing a radical mindset change to become not a career hunter but a career creator. Employees must develop skills aligned to the business needs, an attitude that is focused yet flexible, a dedication to continuous learning and personal excellence, and deliver a solid performance in support of the organisation’s goals

It is vital that you discover, or rediscover yourself through self-awareness. Understand your personality and work style, what drives you, what your preferences are in a work situation. Invest in yourself through developing an understanding of your work behavior. Complete a proven personality profiling tool such as DISC or Myers Briggs and reflect on the feedback.

Be aware of the key characteristics of employability. What is it that employers value in the people they hire and promote. There is a new emphasis on effective communication and interpersonal skill with a growing awareness of the need for EQ as well as IQ. Good teamwork is required from people with positive and flexible attitudes. There is a growing demand for creative and innovative thinking and problem solving with an increased willingness to take risks. Continuous learning is a necessity together with a commitment to personal excellence
Employees developing a managerial career must be aware of the new managerial realities. Managers need to become coaches, to nurture and develop the skills and abilities of their own staff. They must learn to delegate and empower, to manage transition and change and to develop managerial leadership based on influence not power.

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

Get what you want - nicely

ARE Singaporeans assertive? To the many I posed this question to, it appears there is no clear answer.


Most agreed that employers reward employees for being assertive in various scenarios at the workplace. There were, however, many definitions of assertiveness — from being demanding to being polite but firm about the outcome one wanted to achieve.

Assertiveness is defined as the ability to communicate our thoughts, feelings and ideas, both positive and negative, in an open and honest way that does not abuse our rights or the rights of others.

Benefits

What are some of the benefits of being assertive? First, you can expect fewer conflicts in your dealings with your peers.

Being skilful at honest and open communication will help you achieve your business goals without hindering others from meeting their needs as well.

Indirectly, this will result in less stress in your work life. You will enjoy stronger, more supportive business relationships and lead a healthier lifestyle. If assertiveness is such a good thing, why are so many of us afraid of being assertive? From a casual survey of my colleagues and business associates, the number one reason is the fear of displeasing others or not being liked.

One of our basic human instincts is the need to be wanted.

As such, we try very hard not to jeopardise our likeability. Other reasons for not being assertive would include avoiding immediate confrontation and unpleasantness.

Interestingly, many also attributed not being assertive to low self-esteem and/or a lack of confidence.

Consequences

So what happens when you are unable to or prohibited from communicating your thoughts openly in the workplace? Informal surveys indicate that the common consequences are depression, resentment and frustration. Studies have also shown that an oppressive environment can lead to violence, anxiety and poor work relationships.

Psychologists even go so far as to attribute severe inhibition to open communication as the likely cause of physical illness and parenting problems.

How to be Assertive

Among the various ways to boost assertiveness, one of the most effective yet often overlooked methods is to exhibit non-verbal assertive behaviour in the workplace. Here are some typical examples:

Look directly at the person you are talking to, eye to eye;

Sit or stand up tall with a straight back. Speak clearly, audibly and firmly;

Emphasise your most important points with gestures and facial expressions;

Avoid mumbling, whispering or sounding as if you are asking a question when you are not; and

Do not whine or use an apologetic tone of voice.

Effective non-verbal behaviour communicates up to 70 per cent of the speaker’s intended message.

You can assert yourself without offending others. Here are some simple pointers:

Always ask questions to find out other people’s opinions and requirements;

Offers suggestions and ideas, not advice;

Never blame others;

Speak with a steady voice in a clear, well-pitched, warm and sincere tone;

Use “I” statements. For example, “I prefer”, “I’d like”;

Speak in clear, concise statements that are to the point;

Focus on what can be done, not what can’t be done;

Offer problem-solving statements; and

Give and receive feedback,

both developmental and motivational.

Keep it cool

Do you find it a challenge to be assertive while maintaining a cool head? Here are some “cool” tips:

Tell the person you will discuss the subject at another time, and leave;

If you decide to stick it out, remain calm and steer the conversation back to the original point;

Try to understand the other person's point of view;

Appreciate there may be other issues motivating the behaviour of the other person;

Don't take heat-of-the-moment criticisms to heart; and

Learn from the experience and try to think up better ways to negotiate in a similar scenario.

Assertive skills can be learned and acquired. Use these tips to master the art of effective communication and become an excellent manager.

Article by Alvin Yapp, associate director of Training Edge International. He has designed and delivered programmes on assertiveness, team-building, emotional intelligence, problem solving and decision-making. E-mail: Alvin.Yapp@trainingedgeasia.com  Website: www.trainingedgeasia.com

Stay Ahead of Competition

IN TODAY'S highly competitive markets, more companies realise that building strong relationships with key customers is crucial to their success.


It is the quality of the relationship that guarantees consistent and predictable business from any customer. Company executives today need to learn how to make the account strategies work. Here are few areas to explore and stay ahead of competitors.

1. Building long-term relationships

Key customers are aware of their contribution to your revenues and how their decisions affect your bottom-line. Pareto analysis, a statistical technique in decision making, could be the simplest way to segment your key accounts. It also links your business risk to the quality of relationships with them.

Quality, service, flexibility, delivery and cost could be the reasons why regular customers keep coming back. However, you cannot rely only on these factors to retain a customer in the future because competitors are driving equally aggressive and innovative strategies to break into your key accounts.

Your key accounts are vulnerable to competition, so take responsibility to give them the service they need. It is more important to take a long-term strategic approach than to focus on short-term gains. Key account management (KAM) is a relationship-building process, and not just another sale.

2. Speak the customers' language

It is imperative to listen carefully and speak your customers' language. You have to provide them with more support than just offering your products. It is your liability if the goods are accumulating in a distributor's warehouse instead of being consumed by the market.

You need to gain in-depth information about your customers' business, their market trends, their competition, their business model, their concerns, their strategy and their view of you as a supplier. Work closely with your key accounts to build trust and confidence. Also ensure that you resolve problems without damaging the relationship.

3. Bring the right team together

It is vital to keep customers updated at all levels by communicating effectively and efficiently with them. Identify a cross functional team that interacts with the customers' organisation through its departments like finance, logistics and customer service.

A well-balanced team can support customer demands and provide excellent service. It is also important to have a single point of contact for the key account, usually a key account manager, who is supported and kept up to date by this team.

It is equally important to identify the important figures in your customer's team; knowing the role each plays can help you form your customer strategy and plan relationship building activities too.

They are:

The sponsor: This could be a senior executive and key decision maker who has the influence, authority and power to approve your strategy. He may not be technically inclined and may rely on his experts for recommendation.

Anti-sponsor: Like the sponsor, this executive will also have high levels of authority and/or influence in the organisation and will not support you and your strategy.

The partner/coach: One of the most important players in your account strategy, this person has credibility with other senior executives throughout your customer's organisation and is willing to support and promote you.

Key players: These executives may not directly be involved in approving your deal but they do have credibility, authority and/or influence and therefore are important to your overall customer strategy.

4. Establish the KAM process

A systematic approach to account planning is vital in analysing information and creating business opportunities. Follow these four basic steps to manage your account planning process:

(a) Analyse your current situation

Gain market intelligence. Include competitors' strategies, market share and business environment. Note your performance and competitors' performance in the key account. Identify your team and relationship index on a scale of 1 to 5 with the customer.

(b) Analyse customers' current situation

Collect details of the customers' team, their buying segment and your share in it, competition, strategy, market trend and concerns. Collate all this information in a simple template for reference.

(c) Where can you add value?

During the analysis, identify issues where your expertise would be most valuable to the customer. Solutions selling and new opportunity identification is the net result. It helps in preparing the action plan and positioning yourself better.

(d) Share it with your customers

Share the account plan with your customers as their views are critical to your success. Modify plans accordingly and share them regularly to meet market demands.

The successful execution of the plan builds your customers' confidence in your organisation. It helps in securing a sustainable and predictable business, resulting in better planning and future growth.

Article by Virendra Shelar, senior learning and development manager of Sony Ericsson and associate faculty of the International Professional Managers Association. He has worked in Fortune 500 companies and has trained, coached and mentored many people on key account management.

Speak with Confidence

As a young boy growing up in Ohio, USA, I remember the Boy Scouts' motto: "Be prepared".


What does this mean? Being prepared means to have on hand all that you need for any given scenario.

As a presenter, being prepared will also be your greatest defence against the nervousness and unpredictability you will face.

Here are a few tips you will find useful when getting ready to speak publicly:

Prepare yourself

The first thing is to prepare your notes and material. This means giving yourself adequate time for selecting and developing every aspect of your presentation, including the introduction and conclusion, support materials and audio-visual aids.

Give extra attention to work on the first three to five minutes of your speech to develop rapport with your audience.

You do not need to memorise your presentation. An easier way is to make notes that capture key words and concepts.

Mind mapping is a great tool for presenters as it allows you to see main ideas, sub-ideas and their relationship to each other, in a colourful, visual format. I make an overall map of my entire topic, and then I make smaller cards with mini mind maps of specific topics that I keep at hand for quick reference.

Prepare physically

You can also learn to prepare and make better use of your body. Our caveman ancestors would feel a rush of blood and accelerating pulse when faced with a giant predator. The human body devised this to meet challenges and rise to the occasion.

You still experience this "fight or flight" response before you are about to take the stage. You can learn to accept the extra energy as a natural response to the unknown and use it to your advantage.

One useful technique is simply to breathe deeply. Deep diaphragm breathing - where you push out fully the area just below your navel - will help you to harness some of that energy and to calm the butterflies.

Do this before you stand up to present and just before you speak. Before taking the stage, perform this deep breathing exercise and combine it with powerful physical movement, such as jumping in place, or making a Tiger Woods-style action of fist pumping and smiling.

Keep moving

Another way to leverage on the energy in your body is to move around. I am sure you have seen a presenter who seems to have both hands glued to the lecturn while he spoke.

The speaker has lost the use of one of his best tools - the gesture. Beware of the lectern. Move it away from the usual prominent place on a stage.

This gives me the flexibility to move about, and tells the audience that I am more available to them. You can also try using a simple music stand positioned in the centre of the stage to hold your notes instead. It is friendlier than the formal lectern and serves the same purpose.

Practise your delivery

Have you ever seen someone present eloquently and naturally? It is because they have practised. Prepare your delivery. This is where a video camera can be your best friend.

If you do not have a video camera, try practising with your child, spouse or even a mirror. One speaker said he practises with a clock. It has a face, possibly more movement than some of the audience, and it allows him to time his delivery.

I sometimes practise with my nine-year-old daughter. It allows me to practise in a light-hearted way, and creates a fun experience where she can also be the teacher.

Making a connection

Presenting and speaking is an opportunity - to share, inspire and instruct others. It is also an opportunity for you to grow and to become a leader. Through overcoming your fears and doing a fantastic job in your delivery, you create a platform for others to do so as well.

Article by Tim Hamons, a senior consultant of Training Edge International. He has worked for over 12 years with corporate clients and students to develop and facilitate experiential-based learning solutions. E-mail: tim@trainingedgeasia.com Website: www. trainingedgeasia.com

Overcoming Obstacles with Positive Psychology

Only dead people do not have to overcome obstacles. When we set difficult goals for ourselves we are truly living and difficult goals, by their very nature, require us to overcome substantial obstacles. The path to success, which usually involves achieving difficult goals, has many obstacles. A major psychological obstacle on the path to success is dealing with temporary failure, which is different to absolute failure. What we do when we temporarily fail has a big impact on whether or not we reach our goals.

There are two things that we need to remember as we journey on the path to success. Firstly, we need to remember that the energy to persevere when faced with obstacles comes from having the right attitude. Secondly, we need to know ourselves and understand that the way in which we interpret an event influences the way in which we see the event and consequently our reactions to the event. Finally, we need to learn from our mistakes and experiences.

How can we create the energy that it takes to persist when things are not going our way? The energy to keep striving can be generated by having a positive attitude and a determination to reach the goal. An attitude is simply a state of mind and a positive attitude is one that makes us feel optimistic about overcoming an obstacle whereas a negative attitude makes us feel that we cannot or are unlikely to succeed in overcoming an obstacle.

We have a choice, either we control our minds or our minds will control us. Our thoughts and feelings are shaped by many factors, especially our assumptions about the causes of things as these assumptions influence our attitudes. The mind is a meaning-making machine. We automatically give meaning to everything and the meaning we give depends on the assumptions we make about the causes of an event. In this seminar, we will examine factors, such as implicit theories and frames, which influence the assumptions we make about both ourselves and the world, and how these assumptions affect our attitudes and consequently the energy we have to persevere when faced with difficult obstacles.

As the old saying goes, you need to know yourself. How can we know ourselves better? It is vital to know your personality if you want to be successful in your career and in your life in general. We all have psychological filters through which we see the world. The way in which we respond to circumstances is determined to a large extent by our personalities: For example, some people see change as a threat whereas others see change as an opportunity. The need to achieve and the locus of control are important aspects of personality when it comes to reaching our goals. In this seminar, we will look at different aspects of personality and how they influence the way in which we think, feel and behave.

How can we learn from our mistakes or experiences? All of us have experienced failure because of our own shortcomings or because of unfavourable circumstances. Failures can be seen negatively (e.g., I do not have what it takes) or they can be seen as learning opportunities (e.g., now I know what to do when faced with a similar situation). If we decide that failure to achieve a goal is due to our own shortcomings or to factors that we cannot change, we can suffer from learned helplessness, which can lead to us giving up and not learning from our experiences, depression and to a lack of motivation to persevere when faced with obstacles.

The key to learning about oneself is to be aware of one’s thoughts and feelings. A thought is simply something we say to ourselves or a silent insight. The key to controlling thoughts is to be aware of thoughts rather than merely to react to thoughts. Self-talk (i.e., what we say to ourselves) is an important part of who we think we are and when we refuse to say negative things to ourselves and learn to say positive things to ourselves we can increase our self-confidence. Being able to separate the thinker from the thought is the first step to thought control. Additionally, we need to reflect so that we can gain a better understanding of ourselves. Reflecting on our experiences is not about justifying ourselves but rather is about re-evaluating the way we see and do things so that we can improve. In this seminar, we will look at how we can manage our self-talk and learn from our experiences so that we are better equipped to face the future.


Article Contributed by Dr Gian Casimir , Honorary Academic Advisor of Training Edge International and was a lecturer with Wharton School in the University of Pennsylvania. He currently lectures at the University of Newcastle in Singapore.
Email : Gian.Casimir@trainingedgeasia.com; 
Website : www.trainingedgeasia.com




For more information on our training programmes , please  contact us at 63365804.
 

Needs vs Wants

PEOPLE purchase products and services for both logical and psychological reasons.

Some products and services because they make life easier for us by saving us time, effort and money.

The reasons for purchasing these types of products are logical; for example, you buy a washing machine primarily because it saves you time and effort.

In today's social environment, many products and services can be regarded as "unnecessary", in that they satisfy various "wants" rather than "needs".

Some products and services give us pleasure (for example, an entertainment system) or make us feel that we stand out from the crowd (such as staying in five-star hotels), and thus enhance our self-esteem. People buy these products or services for psychological reasons.

Effective salesmen are aware of the different reasons why people make a purchase and can use these reasons as levers to make a sale.

Persuasion

Successful salesmen have mastered the art of persuasion. There are two main ways in which people can be persuaded: "direct" and "indirect".

Direct persuasion is straightforward as it involves behaviours such as emphasising the advantages and disadvantages of not purchasing a product or service.

Indirect persuasion is more difficult as it involves a salesman establishing his credibility and getting the customer to both like and trust him.

Good relationships

Caring for the customer is of utmost importance when it comes to sales. People are unlikely to care about your product or service if they feel that you do not care about them.

Successful salesmen focus on building relationships with their customers rather than on what they stand to gain from making a sale.

Developing good relationships with customers is one of the cornerstones of being successful at sales. To do this, you must be trusted and liked by them.

People will trust you when they believe that you are credible and concerned about their interests. Being open with customers and keeping your word are also crucial if they are to trust you.

Connect with your customers by showing them that you have similar interests, views and values. 

Find out more by listening to them and asking open-ended questions such as "What is it that you really want from this product/service?"

Listening

Too often, salesmen want to talk rather than listen because they are focused on what they stand to gain rather than on what the customer stands to gain from the purchase.

Being a good listener is a gift. When people listen actively and deeply, they suspend judgment and pay attention not only to what the customer is saying but also to the non-verbal cues he is giving.

Non-verbal cues are more important than what is actually said. Successful salesmen can identify the often unstated needs and concerns of their customers through non-verbal cues and then match these needs and concerns to products or services.

Self-talk

Salesmen have to deal with rejection on a regular basis. Self-talk, or what you say to yourself, is a motivational tool.

One of the barriers to being both an effective listener and a successful salesman is inappropriate self-talk.

Effective listening and self-motivation depend on being able to control one's self-talk. It is easy to be distracted by self-talk (for example, "this customer is very demanding" or "I have not had lunch as yet") when a customer is talking.

The trouble is that people notice when you are not truly listening. When this happens, you appear insincere or uninterested and the relationship is damaged.

Successful salesmen know how to use self-talk to stay motivated and avoid self-defeating thoughts. Remember that what you say to yourself colours how you see the world.

Article by Dr Gian Casimir, honorary academic adviser of Training Edge International. He was a lecturer with Wharton School in the University of Pennsylvania and currently lectures at the University of Newcastle in Singapore. He has worked in the sales industry for several years as a consultant in Australia and with MNCs.

E-mail Gian.Casimir@trainingedgeasia.com Website: www.trainingedgeasia.com.

For more information on our training programmes , please  contact us at 63365804