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  • Nicos Paschali 4:56 am on November 1, 2016 Permalink | Reply  

    Your values? 

    Did you know that fewer than 10% of organisations around the world have clear written values? But values are important because they drive people’s behaviour while they are working on the purpose and the picture of the future. Same its true for the person. Have you personaly thought and have written values? Why not check them out today? See what  happens. 🙂 

  • Nicos Paschali 4:17 am on September 18, 2016 Permalink | Reply  


    Do your leadership development programs contain as much of a focus on the art and architecture of framing powerful questions as they do on techniques for solving problems?

  • 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!


    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 3:20 am on July 23, 2016 Permalink | Reply  

    Our words impact others. 

    Someone said, “Death and life are in the power of the tongue.” Every day, we are shaping reality for someone by the words that we use with them.

    Wholesome words build people up.

    Wholesome words are timely. 

    Wholesome words provide grace. 

  • Nicos Paschali 4:03 am on July 22, 2016 Permalink | Reply  

    Primary force behind successful change? 

    Leadership is different from management, and the primary force behind successful change of any significance is the former, not the latter. Without sufficient leadership, the probability of mistakes increases greatly and the probability of success decreases accordingly. This is true no matter how the change is conceptualised—that is, in terms of new strategies, reengineering, acquisitions, restructuring, quality programs, cultural redesign, and so on. Because the rate of change is increasing, leadership is a growing part of managerial work. Far too many people in positions of power still fail to recognize or acknowledge this most important observation. What do you think?

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

    Progress possibility? 

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

  • Nicos Paschali 12:55 pm on July 18, 2016 Permalink | Reply  

    One “keystone habit” to transform your life… 

    What makes you different from other people? What is it that keeps you from doing what you want to do in life? Underperforming? Not enough time? Stress? Fatigue or low energy? Not feeling up to the challenge? Procrastinating?

    Did you know that certain good habits are so powerful that they work their way through your whole life, changing everything for the better? That’s the concept of a “keystone habit,” described by Charles Duhigg in his fascinating book, “The Power of Habit: Why We Do What We Do in Life and Business.”

    The secret to a “keystone habit” is that you commit to one thing you will do as a top priority. To truly succeed at that one thing means that other things in your life have to line up in support of it. Therefore, focusing on that top priority has a ripple effect that changes everything. Certain habits lend themselves to this keystone effect-when you do them well they start to remake other patterns in your life… go out and do it today!

  • Nicos Paschali 8:50 am on July 18, 2016 Permalink | Reply  

    Idea development and innovation? 

    Idea development it’s all about trust. People collaborate by respecting and trusting each other. The reason we shake hands is to show each other that you don’t have any hidden weapons.

    We look each other in the eye to ensure that we can work and perform together.

    A spatial ecosystem where people and tools work together across the office landscape for sharing information, socializing ideas, and achieving results that drive growth and profitability.

  • Nicos Paschali 2:49 am on July 18, 2016 Permalink | Reply  

    Passion and leadership! 

    Passion is one great force that unleashes creativity, because if you’re passionate about something, then you’re willing to take risks. You may be the person doing the creative work or leading the creative efforts of others by inspiring insight, ideas or innovation and get people together even when those new ideas are strange, misunderstood, challenging or threatening! #NPx

  • Nicos Paschali 2:17 pm on July 16, 2016 Permalink | Reply  

    Crafting as an Innovative Thinking Skill. 

    F. Scott Fitzgerald once said, “The test of a first-rate intelligence is the ability to hold two opposing ideas in the mind at the same time and still retain the ability to function.”

    Innovation requires us to shed either/or thinking and see the whole as inclusive of opposition and open to a third (or fourth or fifth) solution. The practice of crafting allows us to live with and resolve paradox and contradiction.

    Unlike the traditional analysis of business thinking— which requires us to break down problems into separate pieces, known facts, and current assumptions— crafting is about synthesis, integration, and possibility. Through what is called abductive reasoning, we can make intuitive connections among seemingly unrelated information and begin to shape order out of chaos.

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