Updates from January, 2017 Toggle Comment Threads | Keyboard Shortcuts

  • Nicos Paschali 3:45 pm on January 31, 2017 Permalink | Reply  

    It’s not what you say, it’s what people hear. 

    You can have the best message in the world, but the person on the receiving end will always understand it through the prism of his or her own emotions, perceptions, prejudices, and preexisting beliefs.

    Its not enough to be correct or reasonable or even brilliant. The key to successful communication is to take the imaginative leap of stuffing yourself right into your listeners shoes to know what they are thinking and feeling in the deepest recesses of their mind and heart.

    How that person perceives what you say is even more real, at least in a practical sense, than how you perceive yourself.

     

  • Nicos Paschali 2:16 pm on January 30, 2017 Permalink | Reply  

    Setting Goals? 

    Here are two things you can do immediately to put you ideas into action.

    First, decide for yourself what makes you truly happy and then organise your life around it. Write down your goals and make plans to achieve them.

    Second, begin with your values by deciding what it is you stand for and believe in. Commit yourself to live consistent with your inner most convictions – and you’ll never make another mistake.

     

  • Nicos Paschali 2:14 pm on January 30, 2017 Permalink | Reply  

    The Definition of Happiness… 

    Happiness has been defined as the progressive achievement of a worthy ideal or goal. When you are working progressively, step-by-step toward something that is important to you, you generate within yourself a continuous feeling of success and achievement. You feel more positive and motivated. You feel more in control of your own life. You feel happier and more fulfilled. You feel like a winner, and you soon develop the psychological momentum that enables you to overcome obstacles and plow through adversity as you move toward achieving the goals that are most important to you. “–Anonymous–“

     

  • Nicos Paschali 10:39 am on January 29, 2017 Permalink | Reply  

    Change, life in transition. 

    Did you know that to become something else, you have to stop what you are now; to start doing things a new way, you have to end the way you are doing them now; and to develop a new attitude or outlook, you have to let go of the old one you have now?

    Endings come first, the first test is to let go!

     

  • Nicos Paschali 10:11 am on January 29, 2017 Permalink | Reply  

    How to identify your distinctive talents. 

    Use these questions to help identify your distinctive talents:

    •  What things motivate me to get up every morning?
    • How am I of greatest service to others?
    • Are there any of your distinctive talents that are hidden ones? If so, figure out how you could better benefit others by sharing these talents more frequently?
    • What functions, talents, & skills do I use (or have used) that provide the most fulfillment in my job, family relationships / duties, spiritual life, and personal interests / hobbies?
    • How would I spend my time and attention if I didn’t have to work?
     

  • Nicos Paschali 5:19 am on January 29, 2017 Permalink | Reply  

    The shift toward leadership. 

    Did you know that the old paradigm of barking instructions at and giving orders to others is being replaced by a movement toward transformational leadership — a form of leadership in which personal awareness, collective consciousness, and empathy for others are placed at the center of business communication?

     

  • Nicos Paschali 5:13 am on January 29, 2017 Permalink | Reply  

    Do you know how to build trust? 

    Real leaders run their departments, divisions and companies through trust. Poor managers don’t know how to build trust. They don’t trust themselves enough to trust anyone else, including the people who work under them. How do you build trust?

     

  • Nicos Paschali 5:37 am on January 27, 2017 Permalink | Reply  

    Freedom And Responsibility 

    The true enabler of “no rules” at Netflix, the true enabler of their high trust culture, was the fact that they did better hiring…

    “If you’re careful to hire people who will put the company’s interests first, who understand and support the desire for a high-performance workplace, 97% of your employees will do the right thing. Most companies spend endless time and money writing and enforcing HR policies to deal with problems the other 3% might cause. Instead, we tried really hard to not hire those people, and we let them go if it turned out we’d made a hiring mistake.”

    Instead of creating endless rules and processes, which is how most companies deal with major growth, Netflix asserted that a business should focus specifically on two things:

    1. Invest in hiring high-performance employees. Train then and coach them well all the time.

    2. Build and maintain a culture that rewards high-performers, and weeds out continuous, unimproved low performers.

     

  • Nicos Paschali 9:40 pm on January 26, 2017 Permalink | Reply  

    The ability to change course! 

    Would you agree that leaders need to be close enough to the business to work with their teams, while also maintaining sufficient distance to mainain peripheral vision and a global perspective, to know when to make a change?

     

  • Nicos Paschali 8:19 am on January 25, 2017 Permalink | Reply  

    Make change happen with Kotter’s 8-Step Model 

    Three-day workshop with Nicos Paschali

    change-orange

    Discover a model that helps you implement change effectively, by winning support and buy in from your team and key stakeholders.

    This experiential and interactive three-day workshop will provide you with a structured and proven approach to implementing effective change in your organisation. One of the primary reasons change initiatives fail (over 70%, according to the Kotter Institute) is because leaders do not effectively manage the people and cultural aspects of change.

    During this workshop, based on John Kotter’s world-renowned and highly acclaimed 8-step model for planning and leading organisational change, participants will take part in interactive activities, using case studies, tools and templates, to create a roadmap for successful execution of major change.

    LEARNING OUTCOMES

    • Participants will gain the skills, knowledge and practical application experience they need to effectively and efficiently plan and manage an organisational change process using Kotter’s 8-step model and other principles of change management. Specifically, by the end of this training, participants will be able to:
    • Identify key drivers of an organisation’s culture and recognise different types of change processes
    • Recognise the human side of change and know how to help people deal more effectively with change, maintaining their commitment and bringing them successfully to the change process
    • Explain how change impacts individuals , different ways they may respond to change situations and how learning processes help them adapt
    • Offer insights on how organisations work, how the process of organisational change occurs and the typical roles that collaborate to deliver successful change
    • Outline important aspects of how to build and equip a change team to improve effectiveness
    • Produce a plan to manage an organisational change process using best practices, including Kotter’s eight steps, for managing change
    • Apply effective organisational change management strategies for planned and emergent change
    • Identify and involve key stakeholders to produce positive results
    • Build an effective communication plan to increase motivation and overcome resistance to organisational change
    • Prepare essential tools and templates to support organisational change initiatives
    • Identify quick wins to build and sustain momentum for organisational change
    • Predict and mitigate risks related to organisational change program success
    • Examine methods to reduce time and costs to effect organisational change with longer-lasting results
    • Develop strategies and plans to change behaviours and transition the culture to embed the change
    • Determine the key controls and sustaining elements required to embed the organisational change and promote a culture of continual

     

    WHO SHOULD ATTEND

    This program is designed for those leading, managing and supporting organisational change initiatives including:

    • C-level leaders
    • Change Leaders – VPs, Directors, Senior Managers
    • Program, Project and Business Managers
    • Business Change Managers (Change Agents)
    • Business Analysts
    • Development and Planning Managers
    • HR and Organizational Development Practitioners
    • Consultants and Facilitators

    More delivery flexible formats available customised for the specific organisation!  

     

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