Making Success a Habit

Many books over the years have been written on the power of setting goals; perhaps you have attended a training course or motivational seminar in which ‘setting goals’ was a big part of the programme?

Even though goals are a key piece of the puzzle when creating success, many people end up setting goals of being successful as opposed to simply ‘making success a habit.’

Make your own success

How to work from home and stay motivated

The number of people working from home in Britain is continually rising. According to The Office for National Statistics over 3 million people now work from home and this figure has grown from just 2 million in the last few years alone.

Although the benefits of working from home may seem obvious, the challenge can be in keeping up the inspiration and work ethic throughout each day.  This article is to share some simple tips on how you can work from home and stay motivated.

How to stay proactive whilst working from home

Improving your sales results with great customer service

Sales people have a reputation as being pushy and unlikeable.

Considering that in general ‘people buy from people they like’, it makes us question whether B2B (business to business) and B2C (business to consumer) companies are giving sales people the right skills for the current customer.

The answer: not always.

In this article, we will look at a different approach that focuses on improving your sales results with great customer service, rather than so much through sales techniques. 

Top Ways to Boost your Emotional Intelligence

Emotional intelligence can sometimes be perceived as fluffy and even a little subjective. 

Fortunately, with more research being done every day on emotional intelligence (or EQ), we are now starting to realise that boosting our EQ can be a sure way to also increase your motivation and work ethic resulting in promotions, increased revenue and a happy workforce.

This article, ‘Top Ways to Boost your Emotional Intelligence’ will share some simple ways you can boost your EQ in a short time and you need nothing other than an open mind and a decision to try each exercise.

Be more than good at what you do – be the best

We all have influences around us and different patterns of behaviour which shape us as a person, and how we control these can affect our success. Our personal development depends on our attitude and commitment to meeting our goals.  In this article we are going to explore this further, and look at what steps we can take to be the best.

Does analysis paralysis prevent you from managing effectively?

The ability to make decisions that are timely and powerful is a critical management skill; being overly contemplative and over-analysing a situation can be damaging as Shakespeare’s Hamlet would attest to.

So how do managers know that chosen decisions are the best ones and avoid falling into the trap of just “making a decision for the sake of it, because any decision is better than none?”

To help managers produce effective decisions there are a few simple rules:

Plan, plan, plan
A common error is reactive decision making - a situation that at best ends with a serendipitous result but more often with a poor outcome.  Planning allows for decisions to be made simply, comfortably and in an effective way.

Planning provides benefits to decisions:

• opportunity to establish independent goals through a conscious and directed series of choices
• a standard of measurement of whether there is movement towards or away from a desired result 
• finite (often limited) resources can be committed in a structured and orderly way

Do your research but avoid information overload 
Information overload can be defined as "a gap between the volume of information and the tools needed to assimilate it”; the more information overload, the worse the quality of decisions made. The overload of information can be related to problems processing and tasking, which impacts decision making.

• There are a number of factors concerning information overload and consideration of these may help focus information collection and processing:
• Personal Information characteristics - qualifications, experiences and attitudes 
• Information Characteristics - information quality, quantity and frequency 
• Tasks and Process - standardised procedures or methods for gathering information and undertaking work 
• Organisational Design - organisation processing capacity and relationship - both of which affect the ability to collect, assimilate and analyse information
• Information Technology - IT management, and general technology that assist with both collection and analysis

Keep decisions rational
It is often considered that people are rational, free to make their own decisions and therefore behave according to the rational choice theory - making decisions by determining the likelihood of a potential outcome, the value of the outcome and then multiplying the two. However, in reality, there are some factors that affect decision making abilities and cause people to make irrational decisions.

Cognitive and personal biases can lead to decisions being affected and it is therefore important to be aware, to understand and to reduce (or eliminate) these.

Some common biases in decision making include:

• Selective search for evidence – the tendency to be willing to gather facts that support certain conclusions but disregard other facts that support different conclusions 
• Premature termination –  the tendency to accept the first alternative that looks like it might work 
• Cognitive inertia – the unwillingness to change existing thought patterns in the face of new circumstances 
• Selective perception – screening out information considered unimportant 
• Wishful thinking – a tendency to want to see things in a positive light 
• Recency – the tendency to place more attention on more recent information and either ignore or forget more distant information 
• Repetition bias – the willingness to believe what one has been told most often and by the greatest number of different sources 

Use a logical approach
Within decision making, managers must consider a structured approach that ensures:

• Objectives are first established 
• Objectives are then classified and prioritised by importance 
• Alternative actions are developed 
• The alternative(s) are evaluated against all the objectives 
• The alternative that is able to achieve all the objectives is the tentative decision 
• The tentative decision is evaluated for more possible consequences 
• The decisive actions are taken together with any additional actions required to prevent any adverse consequences from becoming problems and re-starting both problem analysis and decision making.

Building effective decision making steps
Managers do not work in isolation in decision making and are most effective when working with the team when implementing the logical approach above. This enables a collaborative approach to developing the following steps - increasing awareness of and overcoming any possible social, cognitive and cultural obstacles along the way.

1. Establish team ethos -  creating and nurturing the relationships, norms, and procedures that will influence how situations are understood and communicated 
2. Increase group perception -  recognising that a situation exists that needs a decision exists 
3. Interpret - identifying competing explanations for the situation and evaluating the drivers behind those interpretations 
4. Judgment - sorting various possible actions or responses and determining which is more justifiable 
5. Motivation - examining the competing commitments and then prioritising and committing to team values/needs over other personal or social values 
6. Action - following through with action that supports the more justified decision 
7. Reflect on action

So, does analysis paralysis prevent effective management? It does – but following these rules will help to overcome potential decision making obstacles and prevent this scourge of the well managed organisation.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Advanced Selling Skills: Stop Selling, Start Helping

Over the last decade sales training has moved forward considerably. It is however important to consider why this evolution has taken place. This has happened not necessarily due to more ‘sales techniques’ being developed, but actually due to the customer becoming more educated and powerful than ever before.

Advanced Selling Skills

Gone are the days of the hard sell, or the deliberate 'mirroring technique' of the customer sales teams employed in order to get the customer/client to say ‘yes’.  Sales teams have to realise that they need to start helping customers in order to build repertoire and partnerships.

This may sound like common sense, yet old habits die hard and there are many sales people out there who are still using out-of-date selling techniques and forgetting that customer service is in fact key to successful sales.

Business goes where it is invited and it stays where it is looked after.

Think about any previous encounters you had with 'good sales people' and 'bad sales people', what were their common character traits?   Were they passionate?  Were they pushy or rude? Did they possess a good knowledge of the product or service you were interested in? Did they help you in any way or provide you with more information?

Although passion and product/service knowledge does help make a good sales person, the question being posed today is what makes a ‘great’ sales person?

A great sales person cares about you getting the most for your money, will happily take the time to really understand your needs and assist you with finding solutions for those particular needs. In Buddhism this is called ‘unselfish intention.’

A good sales person knows all the techniques to employ to get customers to say 'yes'.  A great sales person will have a pure ‘intention’ of the customer being completely satisfied in the purchase they have made or are about to make. Not only this, a great sales person understands that money has value and when the customer passes that money over, in return they need to gain a product or service that to the customer is worth more than the money they have spent.

These are the simple things which distinguishes between efficient and exceptional sales people and which will keep a customer returning over and over again.

Today, more than ever before companies need to hold on to the customers they already have as we are in an age where having the number one product or service doesn't necessarily equate trust or loyalty.  Even having a great brand doesn't ensure success.  We are dealing with more sophisticated buyers who want more for their money. And that ‘more’ comes in the form of the service when they pick up the phone to your company, the after care service when they have made their purchase and most importantly, the customer service they receive when making that all important decision to purchase from your sales person.  

Training your sales team to help/assist customers will significantly increase your customer base and retention. Here are a few quick pointers to think about when ‘helping’, not selling.

• Have an intention to help the customer make the best decision for them, don’t just think about making the sale. Customers see ‘selfish’ sales people a mile off.
• Remember, sales and customer service are becoming more and more aligned, so always go the extra mile to help your customers.
• ‘When you educate your build rapport, when you sell you break it.’  People will buy when they understand so rather than just close the sale, keep informing and educating - see what difference it makes.

Capita Learning & Development offers an Advanced Selling Skills Training Course, which will introduce you to new selling skills and also help you cope with the changing demands of the customer.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

Predictions for Learning & Development in 2014

With the recovery of the recession in full swing, training is on the rise again.  With that said, we have a prediction for Learning & Development moving into 2014 which might just surprise you.

Before we press on with today’s article, here are a few questions you may wish to consider for your business heading into next year:

“How could Learning & Development help your staff members both individually and as a team in 2014?”

“What specific skills would help your business deliver an even greater service to your customers?

“What are the 3 main areas you would like to see up skilled within your team by the end of next year?”

“Combining all of the above, how could Learning & Development help your business rise to the next level?”

Training Predictions for 2014

You do not need to answer these questions in detail right now, however once you have read today’s predictions for Learning & Development you may wish to revisit these questions and see how closely they link to your business and aims for next year and beyond.

The prediction relates to an area which even just 10 years ago didn’t really exist in the Learning & Development world but in contrast, over the last 12 months has been bubbling up and by next year will be ready to explode. This area is called Intrapersonal Skills (relationship with yourself), this includes courses like Emotional Intelligence Training Course, Presenting Skills Training Course, Building Personal Resilience Training Course and Leadership Training Courses.

Presenting skills and leadership courses also relate to Interpersonal Skills (your relationship with others), which no doubt these courses are about that, yet we are realising more and more now that in order to influence others and communicate effectively, we must first own a confident and good relationship with ourselves, especially in the business world. 

Emotional Intelligence takes this one step further and delves into the depths of the subconscious mind, being present and understanding that we can control our emotions or at least manage them, something that is essential when working in a busy and high demanding office environment.

Why are these types of courses becoming so popular in the business world?

• Intrapersonal Skills courses are no longer considered fluffy or non measurable.  This is greatly due to training companies ensuring they are delivering to a higher standard but also because of the growth of the personal development industry over the last 5 years and the direct impact it is continually having on people’s lives for the better.  How many people do you know who have read at least one personal development book at your office?  Perhaps you have read one or more yourself?
  
• Stress costs the UK economy up to 12 billion per year - a recent study done by mental health charity MIND revealed that work is the most stressful factor in peoples’ lives, with one in three people (34 percent,) saying their work life was either very or quite stressful.  Therefore, companies are now being very proactive by investing in their staff members’ health and wellbeing.  Businesses are achieving this by offering staff courses such as some already mentioned in this article.  After all  ‘Prevention is always better than cure.’
  
• With technology making such dramatic advances over the last decade, the focus and emphasis has now been put back on ensuring team members are up to date on these technological advances.  This ‘change’ within a business can also come with a lot of resistance so once again this is where Intrapersonal skills play a vital role in staff members being able to be adaptable and open minded to change.
  
• The above point also relates to companies being fully aware of the uncertainty felt by many working Britons about their job security so by offering staff a variety of training courses team members can feel the company is investing in them and more so than this, the staff member can keep their skills sharp and even be up for promotion internally when the opportunity arises.

Overall, Learning & Development has the ability to bring staff members together in a fun but professional environment, it allows people to speak their mind about their views and vision with their current company. It can also work as a great motivator even if each staff member takes 2 or 3 skills or tips back to the office with them after a training day and finally, the one thing that is constant is change, training will always work as a facilitator to assist with that change.

Now could be a good time to return back to the questions at the beginning of this article.  However, this time when asking each question, have a pen & note pad ready and consider how Learning & Development could impact the mindset, skills and emotions of staff members within your business and even yourself.

‘All change starts on the inside.’ 

To train your team, have a look at what courses Capita Learning & Development offers in 2014. If you need any tailored courses please call 0800 022 3410.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

How can managers step up to the challenge of managing remotely?

In days when going to work meant commuting to the office and sitting at one’s own desk, managers were encouraged to be present – to keep their eyes open and their hands off and promise the metaphorical open door.

Working from home

But what about in days when being present means occupying virtual space and the door has been replaced with a portal? How do managers maintain the correct level of contact with their teams whilst ensuring effective performance and appropriate behaviours?

To understand what to do it’s worth understanding what has created the need to manage remotely:

• Virtual teams created by the availability of technology
• Matrix management created by the need to be leaner, more effective and more responsive to client demands 
• Flexible working environments (e.g. working patterns, working space configuration)  created by the reaction to customer/user demands and the social needs of workforce

The challenges presented by these newly created environments, means that the manager must be aware of, and support, the shifting needs and feelings of many:

• Those taking the step into remote working for the first time
• Those experienced members of the team who need to retain a sense of belonging whilst maintaining the motivation to achieve
• Those working in virtual teams who may been spread throughout the country or the globe  
• Those on the team who do not have the opportunity to operate remotely and often openly deride their colleagues for (cue fingers indicating inverted commas) “working at home” 
• The manager who must tussle with the potential feeling of  loss of control

When developing his “Action Centred Leadership” model in the 1960s and 1970s, John Adair could not have anticipated the increased significance it would have taken on but never have the underpinning needs of its component elements  –  to manage and develop the individual, grow the team and achieve the task – been more relevant.

Of course in there are some very simple management actions like keeping electronic diaries free of unnecessary meetings and placeholders but it goes way beyond that. This is about setting conditions and environments for matters like communication, performance objectives and expectations from all. So what good practices can managers adopt?

Get the team emotion right

• Consider the effect of motivation of those working at the office versus the perceived (and often real) benefit for those working at home
• Remember that new working arrangements cause a shift in behaviour with the team (they are reverting to storming) so is it time to reconsider the ideology of the team – how do we work together, what is expected of each other, how do we communicate, what does respect look like, how do we deal with issues and problem, what does “belonging” mean and so on)
• Consider the practical (e.g. time) and cultural elements of global virtual teams  
• Develop the collective maturity and capability of the group so that you can progressively increase group freedom and authority 

Get the individual expectations right

• One size does not fit all – what feels right and gets the best out of one relationship doesn’t work for another. Start with the default position of asking the individual what they need to make remote working effective and come to agreeable solutions
• Develop individual freedom and authority - avoid overcompensating for not having sight of individuals. In remote situations “management by exception” has to be the de facto approach – agreeing standard communication up front and agreeing what constitutes exception situations when additional communication is required
• Remember that recognition and praise is not as immediate or ad hoc so take the time to provide this – it means even more when working alone for periods of time to have effort and good work acknowledged
• Remember that working in isolation is not necessarily always felt to be a reward (or indeed a preferred way of working) – what motivation does the individual require and how can you provide this? (NB – motivation itself is a huge topic and is covered in other blog articles)   

Get the performance management of the task right

• Manage by outputs and outcomes not inputs or process 
• Be accurate in your expectations surrounding deliverables (measures, timescales, strategy and tactics responsibilities), objectives (accountabilities and measures) and task (standards, quality, time and reporting parameters)
• Consider what resources (physical and emotional) the individual requires
• Do they have a support network provided? 

In achieving the right balance in all these, the manager has the chance of nurturing a successful remote working environment and step up to effectively perform the sole responsibility of managing remotely.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Improving your business presentation and speaking skills

Being able to present confidently and effectively in business is probably one of the most underrated skills in the working world today.

If you cast your mind back to a great business presentation you have attended, there will be a number of reasons of why it was great.  Let’s find out some of these reasons now by asking some questions:

“Was the speaker organised and kept to time commitments?”

“Were they knowledgeable and passionate about their topic?”

“Were they confident?”

“Were they able to build a relationship with the audience?”

“Did they have a clear message that was easy to understand?”

Business Presentation and Speaking Skills

By even asking these questions we can start to draw out some of the strategies and behaviours of a great speaker versus an average one and it is vitally important that when preparing your own presentations, you think about these factors and not just the content which needs to be delivered.

Over the years, we have started to understand this science behind great presentations and the good news is that these skills can be shared with more and more people so they too can feel confident when delivering a presentation.

The first thing to know is that at work, you are presenting all of the time.  From meetings, staff training sessions, one to one coaching to that twenty-minute presentation you will be doing next month in front of 200 staff.  Hence, another strong reason for understanding and practicing becoming the best speaker you can possibly be.

With knowing that you are presenting and speaking in a business environment regularly, let’s share some areas to consider before your next presentation.

Great speakers have the ability to contextualise their presentations or in other words, they are fantastic storytellers. This helps to even turn the driest topic into something interesting.

Although the benefit of adding context to our presentations makes sense, most people still avoid it at all costs to purely focus on content and by doing so the belief is that with enough content the presentation will go smoothly.  This is rarely the case.

As already discussed, you may have the best content in the world for your presentation or speaking engagement, but the question still lies in ‘how can you bring that content to life?’

Contextualising your presentation can be through metaphors, personal stories, example stories or even complete make believe stories (so long as they relate back to the content!)  Yet, the human mind remembers far better when a story is told, it gives clear links, it evokes emotion and months, even years later we always remember a good story.

Perhaps take sometime out today to think of how you can start bringing your presentations to life through adding context.  A great way of checking you are organised for an effective presentation is by checking you have the three C’s.

• Content
• Concept
• Context

Concept so people understand why they are there in the first place, content for the science and logical approach and context to win the hearts of the audience.

Written by Pete Scott, a learning consultant at Capita Learning & Development.