Nicos Paschali, International Author, Designer & Facilitator of Learning Workshops. Mental Discipline Coach.

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  Nicos Paschali 11:05 am on November 24, 2016 Permalink | Reply  

  Persistence, which group are you? 

  How many people are persistent in things that really do not increase the value of their
  lives?

  Group A

  • People are persistent in spending hours watching their favorite television show.
  • People are persistent in their negativity.
  • People are persistent in coming up with excuses to not change their lives.
  • People are persistent in blaming others for their failures.

  How many people are persistent in doing the things that will change their lives?

  Group B

  • People are persistent in spending time in personal development.
  • People are persistent in positive thinking.
  • People are persistent in taking action to change their circumstances.
  • People are persistent in taking responsibility.

  Which group are you?

   

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  Nicos Paschali 1:21 pm on November 21, 2016 Permalink | Reply  

  Goal setting? We can help. 

  Most of us realise the power and benefit of setting goals. Generally that’s reserved for the beginning of a new year as a means to motivate us to move toward accomplishing something worthwhile. However, goal setting can be very helpful throughout the year and even on a daily basis. 

   
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  Nicos Paschali 3:40 am on November 20, 2016 Permalink | Reply  

  How are you doing with these emotions? 

  

   
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  Nicos Paschali 7:10 am on November 19, 2016 Permalink | Reply  

  Delegate and Confirm Commitment. 

  This is another part of the delegation process that most managers skip. They often just assume that employees have accepted the tasks they’ve been given. The most important part of a relay race is the handing of the baton to the next runner. Runners spend a huge amount of time learning this skill. It should be no different in the workplace.

  Commitment means making sure you’ve successfully handed over the baton.

  Confirm that employees are committed to the expected results, and to the process that’s been set out (including the schedule, budget, and tools), and that their overall goals for the task are aligned with yours. Make sure they’re aware of any consequences (for the company and for themselves) that may result if they fail to deliver on the desired outcomes.

   
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  Nicos Paschali 7:09 am on November 19, 2016 Permalink | Reply  

  Delegate and Confirm Understanding. 

  One of the most common mistakes made in delegating is assuming that employees understand what you want, rather than making sure that they do. Confirming understanding only takes about 60 seconds, but is the most important determinant of success or failure.

  The best way to confirm understanding is to ask your employees to paraphrase the request or assignment in their own words. If you’re not comfortable doing that (many managers feel—often correctly—that it makes them sound like a kindergarten teacher), you should, at the very least, ask questions to make sure employees understand all aspects of what’s required.

   
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  Nicos Paschali 7:07 am on November 19, 2016 Permalink | Reply  

  Delegate and Ensure Accountability. 

  Two-way communication is a key part of delegating. Finding out at the completion date that a deliverable hasn’t been completed or has been done unsatisfactorily is the nightmare scenario of delegating. That’s why you need to make sure your employees are accountable for the task.

  Accountability is key to the process of delegation: It means employees are regularly communicating with you about the status of the deliverable and the timing of delivery so that there are no surprises at the eleventh hour.

  The delegation process becomes faster and more fluid the more you do it. Once you’ve mastered it, it will become a part of your managerial DNA, and you’ll consistently reap outstanding results.

   
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  Nicos Paschali 7:03 am on November 19, 2016 Permalink | Reply  

  The Delegation Dilemma! 

  Managers often end up completing tasks they had delegated to others, because those tasks somehow end up back on their plate. I call this “reverse delegating.”

  It’s rarely, if ever, necessary for a manager to take back a task that he or she had delegated to someone else. (If this is necessary, it likely means that not enough time was spent on the preparation stage, and that time, resource, or other constraints have led to problems that you did not foresee.)

  If an employee reaches an impasse, treat it as a learning opportunity. Coach the employee through it, making sure he or she has the resources and knowledge needed to complete the task. That way, you’ll still be free to focus on other things, and the employee will be better equipped to carry out similar tasks in the future.

  The bottom line? Don’t take tasks back.

   
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  Nicos Paschali 4:52 am on November 18, 2016 Permalink | Reply  

  The structure of experience! 

  What makes us who we are? What drives our behaviour? These questions are key when we want to change a repeated and ineffective behaviour pattern in either ourselves or in someone we care about.

  Since behaviour is driven by beliefs and identity, how do we change–or upgrade–both?

  As a neuroscience-based executive coach, trainer, facilitator I’ve invested 35 years of my professional life studying this, and helping my people and other leaders at all levels to modify their behaviour in order to get what they want, grow their businesses, have happier more productive teams and more fulfilling lives.

   
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  Nicos Paschali 3:28 pm on November 17, 2016 Permalink | Reply  

  Fixed Vs. Growth Mindset 

  New science from Stanford University shows there is a mindset that almost always leads to failure: a fixed mindset. One with a fixed mindset sees themselves and the world as unchanging. Simultaneously, they see the worst in themselves, in others, and in all situations.

  The entire context of the USA 2016 campaign was centered around seeing the opposing candidates in the worst possible light. It also created a sense that we were doomed if our chosen candidates did not win.

  One with a growth mindset, which you’re about to master, sees things very differently. They understand that the world is constantly changing. They see themselves, and others, in a completely different light. Rather than see the worst in a situation – which completely disempowers them and guarantees failure – they see everything as an opportunity for growth.

   
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  Nicos Paschali 9:48 am on November 17, 2016 Permalink | Reply  

  “How to Plan and Direct Performance”! 

  

  An Experiential Workshop for Middle and Frontline Managers,
  Supervisors and Team Leaders.

  (Customised for each company to respond to their desired needs)

  Main topics

  1. Defining the role of Middle level leader
  2. Defining performance expectations
  3. Structuring the delegation
  4. Checking for understanding
  5. Handling concerns
  6. Planning the delegation
  7. Directing the performer
  8. Communicating
  9. Obstacles to delegation