Hi All, It is finally available on ebook. It will be published and available in print formatt this September. You will be able to buy a printed or Kindle version on Amazon when published. Just for my special followers and supporters, if you email me directly, you might be one of the lucky ones to get a FREE ebook copy.
I shared with you last Thursday a blog post of an extract from Harvey Mackay book entitled âDIG YOUR WELL BEFORE YOUâRE THIRSTY- THE ONLY NETWORKING BOOK YOUâLL EVER NEED. I thought I would share another extract from a different Chapter. Chapter Title – What is a network? A network provides a path, a way of getting from point A to point B in the shortest possible time over the least possible distance. To expand on that a bit, itâs finding first whom you need to get, what you need in any given situation and then helping others do the same. Networking is a way of connecting the dots between A and Z without having to go through C, D, EâŠâŠW, X and Y. In other words, a network is geodesic rather than pyramidal.  In a network, the interconnecting links can be lateral, vertical, or diagonal. Each link is no more or no less important than another. The whole structure is designed to minimize the distance between any one point and another.  Each part reinforces the others.  A network is an organized collection of your personal contacts and your personal contactsâ own networks. Networking is finding fast whom you need to get what you need in any given situation and helping others do the same. Are you building your network? Check out rapidtimenetworks.com When two people exchange dollar bills, each has only one dollar. When two people exchange networks, they each have two networks.
Leaders need to be able to effectively communicate in the height of business or country conflict. Seeking to find the position of the other person first, gaining an understanding of the culture and the willingness to listen. Leaders come to the table with open minds, respect and the commitment to stay with dialogue to find solutions. The desire to build trust and respect for differences. Building trust and actively supporting the agreed solutions.
Let me address the fourth question from my Part 1 post on the topic of your organisation creating and implementing an in-house MBA Programme for employees. Question Does your organisation have the appropriate commitment and skills to manage and deliver such a programme? In life we receive our learning through experiences. This learning can be experiences gathered by undergoing informal or formal training. What is often not recognised within organisations is the value of providing a structured learning path. And how often do I hear that Training & Development budgets are the first to be cut when times are difficult. Creating your in-house MBA can provide the structured learning that suits your business and does not carry excessive costs. Do your top management say that they support training and behave differently? Getting the buy-in from the top management is critical. If Training & Development is way down their list of priorities then you will have limited success, if any. Organisations where senior management are interested in their own learning and lead by example will provide the commitment to support an in -house MBA programme. Active participation of the CEO will demonstrate the commitment of the business to the programme. Â Anything less is not acceptable.
Let me address the second question from my Part 1 post on the topic of your organisation creating and implementing an in-house MBA Programme for employees. Question What about the added value of the inputs of academic institutes? Linking with an academic institute would provide added expertise and access to materials and research opportunities. It could also provide additional validation to the programme and possible accreditation. A key advantage would be the cooperation elements and the learning for both organisations. Providing opportunities like the transfer of staff for short work periods.  The added value of pilot research and innovation opportunities. The initial approach and discussions with an academic institute might at first be rejected. The difficulties here might be the attitude and culture of most academic institutes. Getting them on board would be the main issue but for those more progressive institutes not an impossibility. It is my opinion that private teaching colleges may be quicker to get onboard with this type of concept. I do feel it would be worth the challenge and that all parties involved would benefit greatly from the process and cooperation. In addition to an academic institute participation, the involvement of professional associations would be an advantage. Professional bodies could also bring valuable business teaching inputs to your programme. They could also provide recognition and possible accreditation. I again feel there would be barriers to cross to get acceptance and involvement. Where thereâs a will there’s a way â or is it where thereâs a will there is family?? Vision, creativity and commitment = can do attitude. What about a recognised accreditation? – This Question will be addressed in Part 4
Organisations have the capabilities to create and develop their own in-house Master of Business Administration (MBA) Programme. Core elements of any MBA are to provide students with a broad range of business experiences. Organisations with some or all of the functions like Marketing, Financial, Communications, Operations, Procurement, Human Resources etc. have the ability to utilise these resources much better by adding structured learning.  In addition using other business links where an organisation may lack experiences in house, like specialised topics for example, technology or legal services. The required learning elements can be provided for by mutual cooperation with other companies. Organisations can provide deeper elements of a particular topic or function in house depending on the individualâs employee preference or business requirements. Some suggest advantages to a business Improving employeeâs knowledge across their own business Applying relevant teaching and learning to actual live work projects as against case studies. Supports retention of staff and can provide improved development opportunities Increase management commitment and focus on development of its employees Employees feel that their studies and learning is important and recognised by the Company Improved decisions making as employees have better overall understanding of their own Companyâs operations. Studentâs learning is focused on the Company rather than non related activities Better return on the Companyâs training spend Some questions to be addressed What about the interactions with other students from different backgrounds or organisations which is important to a studentsâ overall learning? What about the added value of the inputs of academic institutes? What about a recognised accreditation? Does your organisation have the appropriate commitment, skills to manage and deliver such a programme? How does an organisation go about building an MBA and getting the commitment?  These five questions will be addressed in the follow up post.
This slogan is written on the wall of Integra Tire Sicamous, BC, Canada. Just yesterday on my way to Calgary I had the misfortune to get a puncture, 8am just outside Sicamous. After making an enquiry with a local petrol (gas) station I was directed to Integra Tire. On arrival I read the notice in the window – Open at 9am. Seeing a light on in the office I knocked at the front door and I was quickly greeted with a smile and âwhat can we do for you?â asked Taren I explained my position about my puncture and that I was on my way to Calgary.  I was keen to get going as quickly as possible. I understood the garage did not open till 9am but if they could fix it first thing that would be great. Taren came out to my car and briefly examined the tire(tyre) and said Donât worry some of the lads will be in around 8.30am and I will ask them to look at it and fix for you. 15 minutes later sure enough Colin who was still having his morning coffee came out removed my wheel and examined the puncture. Yes it needed a new tire and Colin showed and explained why. While Colin was checking for a replacement tyre I sat in the office. No luck, no tire in stock and they would have to order one from nearby. Phil a customer came to the rescue â he asked Taren on the quiet what size of tire I needed and on finding out he said I have 3 tires at home that would fit my car and I was most welcome to the best of them. Phil went home collected a tire and low and behold it was fitted to my car. Off I went to Calgray. Thanks to Phil who would not accept payment for his tire, his words to me were â you look like you need a breakâ Phil works at Best Western Sicamous so I say to you Best Western you are very lucky to have such an employee and because of Phil you will be my hotel of choice. Not to mention Integra Tire you certainly live their values and slogan – If we donât look after Our Customers Someone else will âYOU LOOKED AFTER ME. Thanks Taren & Phil
As they say in Ireland the fitness centres are full in January and the Pubs are empty, in February the fitness centres are empty and the pubs are full. This year make the differences in your life and have the commitment and determination to see them through. May I wish you all a very happy and healthy 2011 There is a crack in everything thats how the lights gets in – L Cohen
We all want to change something in our lives but yet never seem to make or take the time to do so â What do you need to change and why not now? There is always support out there for you â and most times we are surprised when and how it comes â but it is up to you to look for it.
âHow to stop the worrying and learn to love the jobâ– article written by Wallace Immen for the Globe and Mail daily newspaper.  The article was based on an interview with Graham Jones who is a Psychologist and Leadership Consultant.  The article was mostly around the pressure of the job of leadership.  After reading the article I said to myself well that was fairly basic stuff and boy if individuals in leadership positions donât even know this stuff then they donât deserve to be in their positions.  The sooner they step down the better it is for the organisation that they are supposed to be leading. Why do I draw this conclusion well the article starts with talking about in times of pressure like now with the economic recession and the difficulties of operating in times like this, therefore if leaders think differently at this time then they will inspire themselves and their people.  My question is, arenât leaders supposed to think differently all of the time? It is my opinion that we are missing the point here the reality is most leaders have never experienced times like this and therefore donât seem to have or gained the skills to work their way out of these types of serious situations.  This in turn is now being called as pressure, the only reason its pressure is that they donât have answers to the issues at hand and have not got the skills to come up with answers. To get out of where they are at now needs courage, risk and commitment so that the real leaders can stand out and not only communicate a vision but actually start the implementation process and stick with it. The article goes on to say âreal leaders make decisions and stand by them and tell it how it isâ. It describes leaders has having mental toughness and wait for it setting daily goals (a to do list) â I am sorry but I would consider this very basic stuff, if your employees on first line management donât even have these skills well I would feel your business is already in difficulty.  This is the bit that really got me âStinking thinkingâ to stop the negative thinking âyou have to ask yourself questions such as is there another way to view this situationâ. Is this not simple basic problem solving or what? Maybe it is back to simple basics of management? I believe the main issue for leaders today is the internal politics that is waiting within their organisation for the leaders to make a mistake so those in opposition can say I told you so and see this as their opportunity to take over.  Or to do nothing as others at senior management levels donât have solutions either and therefore do nothing.  This leads to a great lack of decision making by most leaders and therefore playing it safe rather than standing up and doing what is required.  In times of great difficulty a good leaders will gather or create a loyal and trusted team.  Work with them to create and drive out the required decisions and activities that are necessary to secure the organisations future.  A real leader will inspire, encourage and visibly demonstrate support for the vision.  Removing any obstacles that might hinder the team in delivering the agreed vision. Finally I do agree with one point made within the article and that is the ability to switch off and create a balance in your work life with home life. Taking time out to take care of you, be that exercise, meditation, quite thinking time and most of all the one I would strongly add is real leaders need to have the ability to have fun and laugh in live.
I have been involved for over 20 years in the support, coaching and personal development of individuals. Helping them take personal responsibility for their learning and making the changes, they wish in their life.Â