tag:blogger.com,1999:blog-7220205814927284362024-02-20T09:30:11.688+00:00ACT Now Team DevelopmentACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.comBlogger8125tag:blogger.com,1999:blog-722020581492728436.post-51059228591968972002015-01-19T10:19:00.000+00:002015-01-19T10:22:14.565+00:00How retailers use the principle of scarcity to influence our purchasing patterns<div class="MsoNormal">
In the run up to Christmas I found myself logging on to the
website of a well-known online retailer on a daily basis. They had a fantastic deal on for the latest must-have
gift for 8 year old girls. But curiously
they had no availability, either for collection from one of their stores or for
delivery. So why would they have a
special deal on, yet no availability? What was going on? It made no sense!</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Or did it? Why would
retailers have a deliberate policy of heavily advertising a toy on TV,
promoting it on their website, and then under-stocking it. Thinking back a similar thing happened last
year. And the year before…<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Given how sophisticated retailers are at analysing consumer
behaviour, they couldn't keep making the same mistake, so this must actually be
a deliberate strategy. But why? There doesn't seem to be any logic in promoting
but not stocking the most sought-after gift.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What they are actually doing is using a very powerful
influencing tool – that of <b>scarcity</b>. The more difficult something is to get, the
more we can end up wanting it. We are
all too familiar with more blatant versions of this tool: “Sale must end
Friday!”, “Only 4 flights left at this price!”, “Limited edition available for
a short time only!” and so on. Adverts
on TV implore us to buy now, before the sale ends, and despite knowing in our
heart of hearts that the sale won’t end, we find the deal harder to resist when
we think they might run out.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
But as easy as that is to recognise and understand it
doesn't fully explain what is going on when the desired product or service is
not available at all. To understand that
we need to reflect on what actually happens when we find we can’t get what we
really want, because it is in such short supply? What did I do this Christmas?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In the run up to Christmas my little girl wrote her letter
to Santa and on it specifically included this particular toy. To increase her
chances of getting it she also “mentioned it” in passing to me, her mum, her
grandparents… naturally I wanted to make sure it was under the tree on
Christmas Day. Yet I couldn’t find it anywhere.
So I found something else. Something better to make up for the
disappointment. So the retailer had my
money, but despite my efforts my daughter still wasn't going to get the one
present she really wanted.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We’re now well into the New Year and guess what – that
treasured toy is available. January is
traditionally a hard time for retailers as consumers cut back on their
spending. Hence the sales. But this toy isn’t in the sales. It’s at full price, and kids are spending
their Christmas money on it, and parents and grandparents are falling into the
trap of buying it to make up for not being able to get it for Christmas. This principle doesn’t just apply to gifts
for children (although admittedly with the added pressure from them this makes
it an even more effective approach).<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
So the retailers have not only made the sale in December, when
they were pretty much guaranteed to, but they have also managed to boost demand
post-Christmas as well by cleverly manipulating the scarcity principle to
ensure we continued to buy in January that which we couldn't get hold of in
December.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
And the beauty of it is, even when we know it’s happening,
we still can’t resist the lure of that deal. Get it while you still can!<o:p></o:p><br />
<br /></div>
ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-14889265308392673862011-11-29T15:36:00.000+00:002011-11-29T15:36:58.298+00:007 Observed Characteristics of High Performing Teams<!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-GB</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:EnableOpenTypeKerning/> <w:DontFlipMirrorIndents/> <w:OverrideTableStyleHps/> </w:Compatibility> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
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<span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">Through experience of working with teams from all manner of diverse organisations, we have observed 7 consistent characteristics that differentiate the high-performing teams, in any environment, from the rest.<span style="mso-spacerun: yes;"> </span>In order to consistently stay ahead of the pack, a high performing team will typically exhibit the following characteristics:</span> <div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">1 – A clearly defined vision and goals</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">A team differentiates itself from a group by having a shared goal.<span style="mso-spacerun: yes;"> </span>The high-performing team differentiates itself further by having </span><span style="font-family: "Times-Roman","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Roman;">a clear vision that describes the team’s very reason for being. <span style="mso-spacerun: yes;"> </span>It sets, communicates, and reviews SMART goals that support this vision so that its members are clear about their priorities, and as a result consistently act in ways that support the team’s overall mission and goals.</span></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">2 – Clear team roles</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">All team</span><span style="font-family: "Times-Roman","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Roman;"> members understand their roles and those played by others, and efficiently utilise <span style="mso-spacerun: yes;"> </span>every team member’s <span style="mso-spacerun: yes;"> </span>skills and abilities. They are also clear about the connection between team goals and their day-to-day activities.</span></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">3 – Effective team leadership</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
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</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">4 – World class communication</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Roman","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Roman;">Members of a high-performing team share information freely, openly, and honestly; listen to each other; and regularly offer each other constructive and positive feedback.<span style="mso-spacerun: yes;"> </span>Information is disseminated regularly through formal and informal means.<span style="mso-spacerun: yes;"> </span>Meetings are managed effectively to be focused, timely and necessary.</span></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">5 – Positive relationships</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">Team </span><span style="font-family: "Times-Roman","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Roman;">members respect, support, cooperate with, and trust each other. Such teams proactively work to build positive relationships.</span><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;"> Teambuilding activities are carried out as part of an ongoing process of managing the work environment, encouraging the active participation of all team members.</span></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">6 – Development opportunities</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">Members of a high-performing team have access to </span><span style="font-family: "Times-Roman","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Roman;">ongoing development opportunities in technical, professional, and interpersonal skills, through a variety of means including formal training, coaching and mentoring, and developmental assignments.</span></div><div class="MsoNormal" style="margin-bottom: 0.0001pt;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><b><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold;">7 – Timely Decision-making and problem-solving</span></b></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;">A high-performing team will identify and resolve problems, manage conflict, and make decisions effectively and in a timely manner.<span style="mso-spacerun: yes;"> </span>Team members are actively involved and brought in to the process as appropriate.</span></div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><br />
</div><div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; mso-layout-grid-align: none; text-autospace: none;"><span style="font-family: "Times-Bold","serif"; font-size: 12.0pt; mso-bidi-font-family: Times-Bold; mso-bidi-font-weight: bold;"><a href="http://www.actnowteam.co.uk/" target="_blank">ACT Now Team Development Ltd.</a> specialises in the area of working to help teams develop through teambuilding activities, coaching, workshops, and facilitation, all of which align perfectly with the goal of developing the characteristics above.<span style="mso-spacerun: yes;"> </span>Please <a href="http://eepurl.com/gnUVb" target="_blank">contact us</a> if you want to know how we can help to keep your team ahead of the pack.</span></div>ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-30522689131887763462011-11-01T16:16:00.000+00:002011-11-01T16:16:43.080+00:00Key Coaching Skills: Active Listening<!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-GB</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:EnableOpenTypeKerning/> <w:DontFlipMirrorIndents/> <w:OverrideTableStyleHps/> </w:Compatibility> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
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<div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><span class="xrtl">Flick through the index of almost any book on coaching, and you will find more page references to listening than any other topic.</span></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><br />
</div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><span class="xrtl"><a href="http://www.amazon.co.uk/Coachs-Coach-Personal-Development-Developers/dp/1843980754" target="_blank"><span class="xrs1"><span style="color: blue;">Alison Hardingham</span></span></a> asserts that active listening “is the single most important skill for a coach” and that “questioning is the second most important skill, and together with active listening probably achieves 80% of the positive outcome of coaching”.</span><span class="xrs0"> </span><span class="xrtl"> </span></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><br />
</div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><span class="xrtl">The criticality of deep listening is a common thread throughout coaching literature. No doubt is left in the reader’s mind </span><span class="xrs0"></span><span class="xrtl">that to be a good listener one must be an active listener. Hardingham explains that to be actively listening the listener must demonstrate their level of attention. This includes both verbal and non-verbal signals that they are genuinely absorbing and responding to what is being said. A good listener will be both audibly (through encouraging noises and words) and visibly (through attentive body language) signalling that the listener has their full attention.</span></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><br />
</div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><span class="xrs0"></span><span class="xrtl">As well as indicating their level of attention, good listeners are not just listening to what is said, but also to how it is said, and to what is not said. <a href="http://www.amazon.co.uk/Coaching-Manual-Definitive-Principles-Personal/dp/027374058X/ref=ntt_at_ep_dpi_1" target="_blank"><span class="xrs1"><span style="color: blue;">Julie Starr</span></span></a> points out that paying attention to and picking up on the tone of voice enables the listener to hear beyond the superficial level of the words spoken and potentially uncover far more subtle information.</span></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><br />
</div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"></div><div class="MsoNormal" style="font-family: Times,"Times New Roman",serif;"><span class="xrs0"></span><span class="xrtl"><a href="http://www.amazon.co.uk/Dont-Just-Something-There-Non-directive/dp/1843344297"><span class="xrs1"><span style="color: blue;">Bob Thomson</span></span></a> describes Levels of Listening, the inference in each version being that the higher the level the better the listener. In Thomson’s version the steps are:</span></div><ul><li><span class="xrs0"></span><span class="xrtl">Not listening</span></li>
<li><span class="xrs0"></span><span class="xrtl">Listening, waiting to speak</span></li>
<li><span class="xrs0"></span><span class="xrtl">Listening to disagree</span></li>
<li><span class="xrs0"></span><span class="xrtl">Listening to understand</span></li>
<li><span class="xrs0"></span><span class="xrtl">Listening to help the client understand</span></li>
</ul><span class="xrtl">Any coach must spend the vast majority of their time either listening to understand, or better still, listening to help the client understand.</span><br />
<br />
<span class="xrs0"></span><span class="xrtl"><a href="http://www.amazon.co.uk/Time-Think-Listening-Ignite-Human/dp/0706377451"><span class="xrs1"><span style="color: blue;">Nancy Kline</span></span></a> talks about the fact that people interrupting is a ritual of power, and in many organisations urgency is actively cultivated, leading to situations where whole organisations seem “pathologically incapable of listening”. The corollary is that, to be a good listener, one must be at ease with oneself. Being at ease with oneself makes it easier to operate at higher levels of listening, without feeling the need to interject.</span><span class="xrs0"> </span><br />
<span class="xrs0">Almost everyone will tell you they are a good listener, but active listening, listening to help the client understand are skills that a coach takes years to master.</span><br />
<br />
<span class="xrs0">If you would like to experience what it is really like to be listened to then try a </span><a href="http://www.actnowteam.co.uk/contact%20us.htm" style="color: blue;" target="_blank">free trial coaching session</a>. You hold the answers to your own challenges in your mind - you just need someone to listen to you to help to break through all the noise.ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-11607976234798533672011-09-28T14:44:00.000+01:002011-09-28T14:44:14.283+01:00Businesses need coaches just as much as sports teams<!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-GB</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:EnableOpenTypeKerning/> <w:DontFlipMirrorIndents/> <w:OverrideTableStyleHps/> </w:Compatibility> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" DefUnhideWhenUsed="true"
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<div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">Even with the best products or services if your team is dysfunctional your business is destined to fail.<span style="mso-spacerun: yes;"> </span>Compare this to the misfiring sports team packed full of international stars behaving as individuals and you can see how sometimes the failure of teams to gel can lead to significant under-performance. <span style="mso-spacerun: yes;"> </span></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">In sport, teams are <span style="mso-bidi-font-weight: bold;">constantly<b> </b></span>trained and measured:</span></div><ul type="disc"><li class="MsoNormal" style="mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list 36.0pt;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">They have very clear objectives</span></li>
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</ul><div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><br />
</div><div class="MsoNormal"><span style="font-family: "Times New Roman","serif"; font-size: 12pt;">A successful sports team has hands on coaches who manage the team with clear goals. The players are trained in new skills and taught new tactics and winning strategies and are <span style="mso-bidi-font-style: italic;">constantly</span> coached. And at the highest level teams are managed by the best coaches money can buy.<span style="mso-spacerun: yes;"> </span>When a coach fails at this level the team does not reject the idea of coaching, but instead finds a better coach.</span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">In business teams lack many of the factors that work in sports teams. The typical business team is a group of people, each recruited to fulfil a specific role, rather than to complement the team. <span style="mso-spacerun: yes;"> </span>The <span style="mso-bidi-font-weight: bold;">leader</span> is a working part of the team, often only leading as a result of past performance as a team member. He or she may have little or no training in<b> </b><span style="mso-bidi-font-weight: bold;">how to lead</span> or direct a team, and usually <span style="mso-bidi-font-weight: bold;">little time</span> to even meet with members, let alone the time or ability to coach them.</span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-GB;">E<span style="mso-bidi-font-weight: bold;">valuation</span> of the team tends to come just once a year, and can then often be a fairly meaningless exercise. The evaluation process rarely results in a more highly functioning team.</span></div><div class="MsoNormal" style="mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;"><br />
</div><div class="MsoNormal"><span style="font-family: "Times New Roman","serif"; font-size: 12pt;">So what can business teams learn from sports teams?<span style="mso-spacerun: yes;"> </span>Business teams, in order to be successful, have to be formed and then managed in much the same way as a sports team, with clear goals and valued team members who receive new skills, learn new tactics and winning strategies, and are <span style="mso-bidi-font-style: italic;">constantly<i> </i></span>coached.<span style="mso-spacerun: yes;"> </span>Failure to provide professional coaching for the business team is just as ridiculous as it would be for a professional sports team not to have a coach.</span></div>ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-9919988405996235432011-09-08T14:55:00.000+01:002011-09-08T14:55:02.250+01:007 simple ways to generate more enquiries for your business.<div class="post-header"> </div>This week's guest blogger is Dave Sharpe, MD of Local Faces Ltd.<br />
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These 7 powerful principles have transformed the fortunes of many local businesses. Take a minute to read through each one and consider how they could benefit your business. They may seem obvious at first glance, but ask yourself… do you actually apply them on a regular basis?<br />
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<strong>1. </strong><strong>BE PERSONAL…</strong> Stop hiding behind your logo… ‘<span style="text-decoration: underline;">people</span> do business with <span style="text-decoration: underline;">people</span>’! When showcasing your business, introduce the people behind your brand – it builds a huge amount of trust, brings your company to life and makes your potential customers feel at ease when making contact with you.<br />
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<strong>2. </strong><strong>BE KNOWN…</strong> Most business opportunities come as a direct result of people knowing each other. Get yourself known personally by those who can refer business to you, build mutually-beneficial relationships and pro-actively generate ongoing ‘word of mouth’ opportunities.<br />
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<strong>3. </strong><strong>BE FOUND…</strong> Make sure that when potential customers are searching for information relating to your specific services they end up with your business in front of them. These people are looking to do business with someone… make sure they find YOU.<br />
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<strong>4. </strong><strong>BE INTERESTING…</strong> Potential customers like lots of useful and interesting information but only if it’s well written and simple to understand. Give your potential customers the information they want to know in a clear and easy to read format.<br />
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<strong>5. </strong><strong>BE CREDIBLE…</strong> People are less trusting than ever. Make sure that potential customers perceive you to be an expert in your field and give lots of supporting evidence to back up your reliability and quality of service.<br />
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<strong>6. </strong><strong>BE IN TOUCH…</strong> People’s circumstances change all the time. Have a system in place to keep in contact with your potential customers on a regular basis… you never know when they will need your services.<br />
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<strong>7. </strong><strong>BE CONTACTABLE…</strong> It sounds obvious but… make it as easy as possible for potential customers to get in touch with you. <br />
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Needless to say these principles form the foundation of my own business and the services we offer. If you would like to know more, or need help achieving these objectives please contact me to arrange an informal chat.<br />
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Good luck growing your business!<br />
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Dave Sharpe<br />
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info@localfaces.co.uk<br />
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Follow us on twitter: @MyLocalFaces<br />
Find us on Facebook: www.facebook.com/localfaceswarwickshire<br />
Read more of our blogs at http://www.thelocalfacesblog.blogspot.com/ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-24641019132255678742011-09-05T16:54:00.000+01:002011-09-05T16:54:42.422+01:00MBTI Personality Types: INTP, The Analyst<div class="modfloat full" style="font-family: Times,"Times New Roman",serif;"><div class="module moduleText color0" id="mod_9203766"><div class="txtd" id="txtd_9203766"><span style="font-size: small;">The <b>INTP</b>* is <b>The Analyst</b>. </span><span style="font-size: small;"> </span><br />
<span style="font-size: xx-small;">*see below for an outline of how the four letter code is derived </span><br />
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<span style="font-size: small;">As an <b>INTP</b> you are an independent problem-solver, using logic and analysis, and especially enjoying theoretical or scientific pursuits. Your greatest satisfaction is normally derived from making sense of concepts, and finding or developing principles and structures to explain your world.</span><br />
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<span style="font-size: small;">You tend to be highly logical, analytical, and objective, and approach everything with detached scepticism, seeking to form opinions and standards based on the information available. You will then rigorously apply these standards.</span><br />
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<span style="font-size: small;">You are able to see possibilities and connections beyond the immediately obvious, and hold open thoughts, ideas, and plans, however final they seem, to allow yourself to adjust as new information becomes available.</span><br />
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<span style="font-size: small;">As an <b>INTP </b>you will probably find it difficult to work on routine tasks, preferring instead dissect a process, identify inconsistencies and illogical aspects, and then rework the ideas into a more logical structure. As a result you can bring tremendous energy and focus to analysing or reengineering a complex problem.<b> </b></span><br />
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<span style="font-size: small;"><b>How Others May See You</b> </span><br />
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<span style="font-size: small;">Typically quiet and reserved, you are generally more interested in ideas than social niceties, but you can be loquacious when talking about your own areas of expertise. You are generally tolerant and agreeable, unless and until your guiding principles are challenged.</span><br />
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<span style="font-size: small;">Others will generally see you as quiet, calm, and detached, with a strong sense of independence.<b> </b></span><br />
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<span style="font-size: small;"><b>Possible Blind Spots</b> </span><br />
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<span style="font-size: small;">If you cannot find a way to employ your innate gifts to great advantage, as an <b>INTP </b>you may become cynical and employ cutting sarcasm. This can also lead to you isolating yourself and procrastinating, or you may becoming hypercritical and argumentative.</span><br />
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<span style="font-size: small;">Under great stress you are capable of outbursts and inappropriate displays of emotion, which can be both hurtful and shocking to others, and embarrassingly out of character for you.</span><br />
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<span style="font-size: small;">If you reach this point, or preferably before you do, back off, find some space and peace, distance yourself, and re-group to get yourself back in balance.<b> </b></span><br />
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<span style="font-size: small;"><b>The INTP's Career Preferences</b> </span><br />
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<span style="font-size: small;">Above all else you are motivated by variety in your work and a sense of autonomy, independence, and achievement. The occupations that most appeal are those where you can use your solitary, objective analysis based on technical expertise, such as</span><br />
<ul><li><span style="font-size: small;">IT professional</span></li>
<li><span style="font-size: small;">architect or surveyor</span></li>
<li><span style="font-size: small;">engineer </span></li>
<li><span style="font-size: small;">research assistant</span></li>
<li><span style="font-size: small;">solicitor or judge </span></li>
<li><span style="font-size: small;">manager </span></li>
<li><span style="font-size: small;">scientist</span></li>
<li><span style="font-size: small;">writer or editor</span></li>
<li><span style="font-size: small;">photographer</span></li>
</ul><span style="font-size: small;"><b> </b></span></div><div class="txtd" id="txtd_9203766"><span style="font-size: small;"><b> </b></span><span style="font-size: small;"><b>The INTP's Relationships</b> </span><ul></ul><br />
<span style="font-size: small;">You are probably not that motivated by relationships, and will not tend to have a large circle of friends, preferring instead to let in only a few people who proven themselves worthy of hearing your inner thoughts. Although you tend to be quite difficult to get to know well, those that are allowed in are held in great esteem. You will value those who have proven themselves to be intelligent, and once the relationship is made you will be ferociously loyal. Uninterested in playing games, a relationship is a serious thing which lasts, unless something happens which which you consider irreconcilable, in which case you will walk away without any qualms.<b> </b></span><br />
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<span style="font-size: small;"><b>The Four-Letter Code - Your <a href="http://www.blogger.com/goog_1267010520">MBTI</a></b> </span><br />
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<span style="font-size: small;">Myers-Briggs personality profiles are determined by identifying individuals' preferences on four dimensions, known as preference pairs or dichotomies. The underlying assumption is that everyone is innately predisposed to a preference for one or other of the modes on each of these dimensions. This preference should not be mistaken for a strength, as everyone is able to operate in any of the modes, but instead may clearly prefer one over the other. The preference pairs are:<b> </b></span><br />
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<span style="font-size: small;"><b>(E)xtraversion - (I)ntroversion</b></span><br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(E)xtraversion</b> focuses energy and attention on the outer world, and is energised by people and experiences</span></li>
</ul><span style="font-size: small;">whereas </span><br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(I)ntroversion</b> focuses energy and attention on the inner world, and is energised by reflections and thought</span></li>
</ul><span style="font-size: small;"><b>(S)ensing - i(N)tuition</b></span><br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(S)ensing </b>focuses most naturally on the specifics of reality experienced through their five senses</span></li>
</ul><span style="font-size: small;"> whereas </span> <br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>i(N)tuition</b> focuses most naturally on the possibilities of what could be and looks for the big picture and overall patterns</span></li>
</ul><span style="font-size: small;"><b>(T)hinking - (F)eeling</b></span> <br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(T)hinking </b>prefers to analyse information and make decisions using objective logic and by focusing on cause and effect</span></li>
</ul><span style="font-size: small;"> whereas </span> <br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(F)eeling</b> prefers to be guided by personal values and convictions when evaluating information and making decisions and focuses on harmony and understanding human values and motives </span></li>
</ul><span style="font-size: small;"><b>(J)udging - (P)erceiving</b></span> <br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(J)udging </b>prefers reaching closure as early as possible, and having things settled and decided</span></li>
</ul><span style="font-size: small;"> whereas </span> <br />
<ul><li><span style="font-size: small;">Someone with a preference for <b>(P)erceiving</b> prefers to keep their options open as long as possible, leaving the option to continue taking on board new information as it becomes available</span><span style="font-size: small;"><b> </b></span></li>
</ul><span style="font-size: small;"><b> </b></span></div><div class="txtd" id="txtd_9203766"><span style="font-size: small;"><b>Uses of the MBTI</b></span><ul></ul></div><div class="txtd" id="txtd_9203766"><span style="font-size: small;"></span><br />
<span style="font-size: small;">Understanding your preferences and thus identifying your type has several practical advantages, for example:</span></div><div class="txtd" id="txtd_9203766"><ul><li><span style="font-size: small;"><b><a href="http://www.actnowteam.co.uk/coaching.htm">Coaching </a>and Development</b> - Knowing your type can help you to understand yourself better, and appreciate how to deal with your strengths and weaknesses</span></li>
<li><span style="font-size: small;"><b>Managing </b>- Improving your awareness of the preferences of your employees and what makes them tick can help you to understand their reactions to situations and how to communicate with them and motivate them</span></li>
<li><span style="font-size: small;"><a href="http://www.actnowteam.co.uk/services.htm"><b>Teambuilding</b> </a>- Recognising the different types that make up your team will help you to see how they relate to you and to each other </span></li>
<li><span style="font-size: small;"><b>Personal and professional relationships</b> - Understanding the relative perspectives of your own preferences versus those of others will help you to see things from their point of view, and express yourself in a way they will understand</span><span style="font-size: small;"><br />
</span></li>
<li><span style="font-size: small;"><b>Career Planning</b> - Knowing your own personality helps you to recognise where you would naturally be happy and what you would most like to do</span></li>
</ul><span style="font-size: small;">For further assistance with any of these areas please <a href="http://www.actnowteam.co.uk/contact%20us.htm">contact us</a>.</span></div></div></div>ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-49460253656431935782011-08-26T16:19:00.000+01:002011-08-26T16:19:45.625+01:00NF personality type bosses - People people with a dark side?<div style="font-family: Times,"Times New Roman",serif;"><b>NF Bosses - People People</b><i> </i></div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;"><i>NF </i>bosses (those who have iNtuition and Feeling preferences as described by the MBTI concepts of personality type) usually have an awful lot going for them. Amongst other things they are often insightful, imaginative, creative, supportive, passionate, and nurturing. They are people people who understand what makes their employees tick.</div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;"><i>NF</i> bosses see potential in everyone. They expect cooperation in their efforts to promote constant harmony, and when they succeed they create a warm and nurturing environment for their team to grow and flourish.</div><div style="font-family: Times,"Times New Roman",serif;"></div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;">Seems too good to be true? The challenge for "NFs" comes in dealing with the inevitable conflicts that team members will face at some point. How they react to these situations can surprise their employees, as it can often involve being uncharacteristically critical for example.</div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;"><b><i>NF </i>Bosses - Conflict Avoiders</b></div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;">"NFs" are conflict avoiders, and they can become unnerved when faced with situations that threaten the harmony they have created. The danger is that they may not face up to the conflict, and if someone needs to be put in their place, the <i>NF</i> boss may just rely on someone else to do the dirty work.</div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;"><b><i>NF </i>Bosses - Four Different Types</b></div><div style="font-family: Times,"Times New Roman",serif;"><br />
</div><div style="font-family: Times,"Times New Roman",serif;">There are four <i>NF </i>types: <i>ENFJ</i>s, <i>ENFP</i>s, <i>INFJ</i>s, and <i>INFP</i>s. All potentially inspired natural leaders, but each one also has their own specific challenges.</div><div style="font-family: Times,"Times New Roman",serif;"></div><div class="modfloat right" style="font-family: Times,"Times New Roman",serif;"><div class="module moduleAmazon color0" id="mod_14023353"><table><tbody>
<tr><td class="pic"></td><td class="details"><br />
</td></tr>
</tbody></table></div></div><div class="modfloat full"><div class="module moduleText color0" id="mod_14010294"><div class="modfloat full" style="font-family: Times,"Times New Roman",serif;"><i>ENFJ</i>s have the potential to build great teams and coordiante very diverse groups to reach consensus, but when conflict arises they can be in danger of taking it very personally.<br />
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<i>ENFP</i>s are the masters of change, oustanding communicators, visionary, charismatic. If only they could just focus instead of constantly generating new options.<br />
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<i>INFJ</i>s rarely intend to actually become bosses, but their approach to leadership is strategic, intellectual and insightful. But when conflict comes along they may well prefer to hide their head in the sand rather than face it head on.<br />
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<i>INFP</i>s are generally drawn more than any other type to the people development side. They can be charming and engaging, but at the same time difficult to pin down.<br />
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<b><i>NF</i> Bosses - Their Biggest Challenge, and How to Overcome it</b><br />
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But for all the <i>NF</i> bosses, the conflict avoidance gene can often betheir biggest challenge. Many organisations value the logical thinking types who get the job done. So while the <i>NF</i>s are building harmonious teams, other types are getting on with the task. And when the harmony just won't come, the <i>NF</i>s may just reach breaking point and suddenly turn against the people they have been trying so hard to to nurture but who just don't want to help themselves.<div class="module moduleText color0" id="mod_14100025"><div class="txtd" id="txtd_14100025"><br />
To avoid this breaking point the <i>NF</i> boss needs to remember to stay true to their values and recognise the need to present a logical and rational framework for the thinking types in the team and the organisation. If they can do that they can realise their potential and their inspirational leadership can become the real asset the organisation values.</div></div></div></div></div>ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0tag:blogger.com,1999:blog-722020581492728436.post-25394252548012730972011-08-17T21:01:00.000+01:002011-08-17T21:01:15.031+01:0013 Ways to STOP Procrastinating<ol style="font-family: Times,"Times New Roman",serif;"><li>Make a To-Do list... prioritise, and follow it</li>
<li>Sort out your workspace. Clear it up, consolidate it, and get rid of the distractions</li>
<li>Schedule time for email, social media etc. and don't go near them at other times</li>
<li>Anticipate problems and interruptions to allow for the fact that you may not have as long as you think</li>
<li>Get Realistic - Keep a log of how long things really take, instead of how long you imagine they might take </li>
<li>Break a large project down into manageable parts instead of waiting until you have enough time to do it all</li>
<li>Even if you only have 5 minutes available, do something that needs to be done</li>
<li>If you really want to do something but just don't have the time, find the time</li>
<li>If the first step is too hard to start on, get started on another step just to get the ball rolling, or...</li>
<li>... do the hardest part first to break the back of it</li>
<li>Set yourself deadlines and milestones, and reward yourself in some small way as you tick them off</li>
<li>Tell someone else what your deadline is</li>
<li>Consider delegating, or swap tasks with someone who is procrastinating over something they hate doing</li>
</ol>ACTTeamCoachhttp://www.blogger.com/profile/16647881662489690429noreply@blogger.com0