Updates from August, 2016 Toggle Comment Threads | Keyboard Shortcuts

  • Nicos Paschali 4:10 pm on August 28, 2016 Permalink | Reply  

    Progress without change? 

    Progress is impossible without change, and those who cannot change their minds cannot change anything.

     

  • Nicos Paschali 3:16 pm on August 28, 2016 Permalink | Reply  

    People out of alignment with business strategy? 

    A group can become too much involved in its own goals and activities and lose sight of the larger context in which it is operating.

     

  • Nicos Paschali 3:11 pm on August 28, 2016 Permalink | Reply  

    Resistance to change? 

    “You see things and say, “Why?”, but I dream things that never were and I say, “Why not?””

     

  • Nicos Paschali 11:31 am on August 28, 2016 Permalink | Reply  

    “Developing Managerial Effectiveness” – Workshop -. 

    Learning Management

    Most managers would agree that being a manager involves using resources efficiently
    and effectively to achieve organisational goals.

    People are a primary resource, thus managing the performance of others
    is a key management responsibility.

    In talking to managers in all kinds of organisations, we have found that many
    of the problems and difficulties experienced by managers centre on people and the management of people.

    A successful manager has to be a capable leader, a team-player, effective in delegating authority and responsibility to subordinates, a good communicator and much much more.

    A short story
    “One day, a monk asks a woodcutter, who is hacking away at the tree
    How many hours do you need to cut a tree?
    Four hours, replies the woodcutter.
    And how do you cut a tree in four hours? repeats the monk.
    I sharpen my axe for the first three hours and cutting the tree takes me only an hour.”

    Training, both on the job and through technical as well as management development
    workshops, do play an important role in the moulding of successful managers.

    Practicing managers have to constantly strive to sharpen their axes so that they
    can be more effective and efficient in their designated role…

     Delivery Format, live online.

    100% online bite-size quick and effective training from your desk!
    20 lessons in 20 weeks, one lesson per week 90 minutes duration.
    Includes, Lectures, Activities, Q&A, Discussion & Task Sheets.

    We deliver his particular program as a 5-day in-company workshop!

    Content

    AIMS
    Activity 1: Reviewing Managerial Roles
    To  review the many different roles which the manager is expected to perform
    To establish the importance of each of these roles.
    To explore the difficulties experienced in performing particular roles.
    To consider approaches for overcoming those difficulties and improving role performance
    Activity 2: Developing Managerial Skills
    To establish the importance of continuing management development.
    To identify development needs.
    To produce an action plan for developing managerial skills.
    Activity 3: Making Meetings Work
    To explore the factors which make meetings effective.
    To recognize the types of behavior and attitudes which contribute to the effectiveness of meetings.
    To establish what can be done to make meetings more effective.
    Activity 4: Writing for Results
    To analyze current and anticipated writing activities in the work situation and identify areas for improvement.
    To establish approaches for achieving results through the use of effective written communication.
    To develop skills is using written communication to achieve results
    Activity 5: Instructing Subordinates
    To establish guidelines for giving face-to-face instructions.
    To prepare an introduction session using principles set out in the guidelines.
    To consider and begin to overcome some of the problems associated with giving and receiving instructions.
    To recognize the value of planning as a basis for communicating instructions effectively.
    Activity 6: Dealing with Subordinates’ Problems
    To analyze current methods being used to deal with subordinates’ problem.
    To establish approaches for identifying when subordinates are experiencing problems.
    To establish approaches to help subordinates understand and resolve problems.
    To develop problem identification and resolution skills.
    Activity 7: Constructive Questioning
    To analyze current usage of questioning in the work situation.
    To establish ways of achieving results through the use of a constructive questioning approach.
    To develop constructive questioning skills.
    Activity 8: Getting the Message Across
    To appreciate the importance of oral presentations as medium of communication for management.
    To identify the factors to be consider when preparing to give a presentation.
    To develop an approach for planning effective presentations.
    Activity 9: Developing Effective Groups
    To identify and examine the characteristics of effective work group.
    To explore ways in which the manager can act to encourage the development of such characteristics.
    To critically examine groups in which one is involved, in order to devise specific plans for developing group effectiveness.
    Activity 10: Delegating
    To establish the nature of delegation and the principles of effective delegation.
    To explore the problems involved in delegating effectively.
    To consider good practice in relation to delegation.
    To plan a specific delegation activity for on-the-job implementation.
    Activity 11: Being Assertive
    To distinguish between submissive, aggressive and assertive behavior.
    To explore the advantages of being assertive and disadvantages of being non-assertive.
    To review personal assertiveness in a variety of situations.
    To practice acting in an assertive manner.
    Activity 12: Motivating Subordinates
    To develop insights into how people are motivated.
    To establish approaches for identifying what motivates subordinates.
    To explore ways in which the manager can influence subordinates’ motivation.
    To establish guidelines for achieving  higher levels go motivation amongst subordinates.
    To develop an actin plan for improving the motivation of subordinates.
    Activity 13: Handling Problem Subordinates
    Asses approaches used to handle problem subordinates in specific situations.
    Recognize good and bad practice in handling problem subordinates.
    Develop skills in conducting interviews with problem subordinates.
    Activity 14: Managing Change
    Explore the different ways in which people can react to change in a work settings.
    Identify the main factors that can determine such reactions.
    Consider the role of the manager in handling the change process.
    Plan a specific change situation for on-the-job implementation.
    Activity 15: Handling Conflict
    Gain a better understanding of the nature and causes of conflict at work.
    Review recent and current conflict situations at work.
    Establish approaches for resolving and avoiding conflict situations.
    Activity 16: Deciding How to Decide
    Explore the options available when dividing how to make decisions.
    Identify the factors which can indicate the most appropriate style from the options available.
    Consider the on-the-job implications of adopting a flexible decision making style.
    Activity 17: Identifying and Analyzing Problems
    Understand what is involved in the identification and analysis of problems.
    Review how problems at work are diagnosed.
    Recognize the need to gain an understanding of a problem before deciding on a solution.
    Develop an approach for helping one’s understanding of a problem by analyzing its consequences and causes.
    Activity 18: Generating Solutions
    Recognize the value of generating creative solutions to problems.
    Consider ways in which creative thinking can be encouraged.
    Explore approaches for solving problems creatively by involving others
    Activity 19: Getting Decisions Implemented
    Understand what is involved in the process of decision implementation.
    Identify the factors that tend to help the process of decision implementation and those that tend to hinder the process.
    Identify ways of increasing the incidence of helping factors and reducing the incidence of hindering factors.
    Prepare an implementation plan for a significant work related decision.
    Activity 20: Managing Time & Priorities
    Clarify the role that time plays as a key resource of the manager.
    Identify the time related problems associated with one’s job.
    Clarify some of the reasons for and consequences of, such problems.
    Develop plans for improving the management of one’s time and priorities

     

     

  • Nicos Paschali 3:29 am on August 28, 2016 Permalink | Reply  

    Do you trust your company? 

    Customers will never trust a company unless the employees trust it first!

     

  • Nicos Paschali 6:36 am on August 23, 2016 Permalink | Reply  

    Leadership tip? 

    When people join our purpose,  our core values, not just our company, we get engagement and human connection. Engagement is a super power that makes problems disappear, aligns teams in execution, and creates loyal consumers.

    It gives our work meaning! #NPx.

     

  • Nicos Paschali 3:40 am on August 23, 2016 Permalink | Reply  

    Tales time… We have a choice! 

    A fox who lived in the deep forest of long ago had lost its front legs. No one knew how: perhaps escaping from a trap. A man who lived on the edge of the forest , seeing the fox from time to time, wondered how in the world it managed to get its food. One day when the fox was not far from him he had to hide himself quickly because a tiger was approaching.

    The tiger had fresh game in its claws. Lying down on the ground, it ate its fill, leaving the rest for the fox.

    Again the next day the great Provider of this world sent provisions to the fox by this same tiger. The man began to think.

    “If this fox is taken care of in this mysterious way, its food sent by some unseen Higher Power, why don’t I just rest in a corner and have my daily meal provided for me?”

    Because he had a lot of faith, he let the days pass, waiting for food. Nothing happened. He just went on losing weight and strength until he was nearly a skeleton. 

    Close to losing consciousness, he heard a Voice which said: “O you, who have mis-taken the way, see now the Truth! You should have followed the example of that tiger instead of imitating the disabled fox.” 

     

  • Nicos Paschali 1:36 pm on August 21, 2016 Permalink | Reply  

    How do we grow? 

    We continue to grow by our effort to understand different viewpoints and insights, and this often involves letting go of our own preconceptions about life! #NPx.

     

  • Nicos Paschali 8:27 am on August 20, 2016 Permalink | Reply  

    Can you buy your employees’ engagement? 

    Finally, leaders are now convinced one of their last remaining competitive advantages lies with their people. Businesses have begun to signal to workers that their needs will now be honored on a scale only previously reserved for customers and shareholders.

    Raising employee engagement has become one of the highest priorities for organizations all around the globe.

    While leaders have come to appreciate the importance of having a fully engaged workforce, they also have a very limited understanding of what practices truly drive and sustain it.

    Leaders finally realize the importance of a fully engaged workforce. Now they should learn what practices drive and sustain happy employees.

     

  • Nicos Paschali 2:38 pm on August 19, 2016 Permalink | Reply  

    Conversations? Turning into arguments? 

    A conversation with one person can solve a problem, or help heal a wound. A conversation with several people can generate commitment, bond a team,  generate new options, or build a vision. Conversations can shift working patterns, build friendships, create focus and energy, cement resolve.

    Why, then, is the relationship between people as they talk one of the biggest  challenges organizations face? Why do people have a hard time communicating  with each other? Why are we so terrible at listening? Why do conversations too  often turn into arguments or trivia? Why are we so critical of what our colleagues say? Why are we afraid that the sky will fall in if we don’t hasten to correct someone else’s opinion? How can so many people be arrogant enough to  assume they are absolutely sure and having complete knowledge? 

     

← Older posts

c
Compose new post
j
Next post/Next comment
k
Previous post/Previous comment
r
Reply
e
Edit
o
Show/Hide comments
t
Go to top
l
Go to login
h
Show/Hide help
shift + esc
Cancel