- Know the industry, even before you start learning
- Have a specialty, even if you’re a generalist
- Be ruthless when choosing a school
- Take big risks while you’re a junior and the stakes are small
- And about that reel…Quality over quantity
Specialist or Generalist? Read enough interviews with pro artists or studio recruiters and you’ll often see opposite opinions on which kind of hire is more valued by the VFX and games industries. It’s no wonder that students are often confused about which path to take, which makes it harder to realistically prepare for that dream job at a major studio. It’s easy to fall into the trap of misunderstanding these commonly used terms.
My personal argument: learn as much as you can. Knowledge is power and is always going to make you a better person and a better artist. The more information you have at your disposal to play with, the less limitations you have.
My professional is split. In one way you should not try to do everything. There is always a focus; that thing that you are passionate about. I, as an example, like texturing, lighting, and composting, but my main passion resides in sculpting and modeling. Focusing on one subject at a time is never a bad move unless you have the time to practice different fields. I believe it to be the most efficient way to excel at something. On the other hand, if you are a character artist and have absolutely no idea what rigging is or what it does, then I guarantee you are going to encounter some unpleasant problems along the road. If I were to give any advice, it would be to try to comprehend and learn as much as possible in other disciplines but focus mainly in what you really love to do.
Hey, guys! If you don’t know me, my name is Paul H. Paulino and I recently started working in the VFX industry. I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada and in the past year and a half I had the opportunity to work on projects such as Independence Day: Resurgence, Miss Peregrine’s Home for Peculiar Children, Justice League, Guardians of the Galaxy Vol. 2 and Power Rangers.
Hey, guys! My name is Paul H. Paulino and I recently completed my first year working in the VFX industry. I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada. In the past year I had the opportunity to work on big projects such as Independence Day: Resurgence, Miss Peregrine’s Home for Peculiar Children, Justice League, Guardians of the Galaxy Vol. 2 and Power Rangers.
Hey, guys! My name is Paul H. Paulino, and I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada and I recently wrote an article talking about my first year in VFX industry. After the article was published, I was amazed to see so many positive reviews and feedback.
*Extrapolating from where we are today and not including any major technological breakthroughs. The landscape of the video industry has changed dramatically in the last ten years, new cameras, new formats, new markets and new channels have changed the way we create and consume video. We have seen the transition from Standard Definition to High Definition and then to 4K, the number of TV channels has risen exponentially and the ability to stream content to TV’s, computers and mobile devices means we can consume video almost anywhere.
Work is the master of the modern world. For most people, it is impossible to imagine society without it. It dominates and pervades everyday life – especially in Britain and the US – more completely than at any time in recent history. An obsession with employability runs through education. Even severely disabled welfare claimants are required to be work-seekers. Corporate superstars show off their epic work schedules. “Hard-working families” are idealised by politicians. Friends pitch each other business ideas. Tech companies persuade their employees that round-the-clock work is play. Gig economy companies claim that round-the-clock work is freedom. Workers commute further, strike less, retire later. Digital technology lets work invade leisure.
Changing Education Paradigms
Nobody Tells This To Beginners
“I’m Doing Work”
Thoughts on the Creative Career
Arnold Schwarzenegger – Mindset of a champion
The 7 Habits of Highly Effective Artists
Interview with Lois Randall: embracing diversity in film making. An Arts Manager and Screen Producer with over 20 years of industry experience working at national, state and regional levels. Randall recently produced a short film, Nan and a Whole Lot of Trouble, which had a strong female story, crew and cast. We caught up with her to talk about producing the film and asked for her thoughts on developing more strong female practitioners, characters and stories.
Candy Bowers: Ability is of little account without opportunity – Lucille Ball: An award winning writer, hip hop artist, educator, director, arts worker, theatre maker and social activist. This month she wrote a powerful article Junkee calling for more diversity in the screen industry. We caught up with her for thoughts on the positive announcements over the last few weeks.
“Stage 32 is Lynda.com Meets LinkedIn For Film, Television And Theater Creatives.” — Forbes is a place to discuss, share content and offer advice and tips on anything and everything related to the craft and business of film, television and theater. With tens of thousands of discussions, all searchable through the search bar above, the Stage 32 Lounge is active, lively and essential.
HOW TO SAVE MONEY FOR TRAVEL and YOU DON’T NEED TO STOP DRINKING $5 COFFEES! The real problem we encounter when trying to save up money for travel isn’t actually our inability to save — it’s how good we are at spending.
DIGITAL HABITS YOU MIGHT NOT KNOW YOU HAVE In a digital world it can be hard to step back, unwind, and get some digital downtime. Living in a digital world, only 22% of people believe that they spend too much time on their digital devices – so what’s “too much” and which habits do we have?
CLEAR YOUR MIND AND GET ON TRACK We all need a little time away from the hustle and bustle and it’s important to take time to relax and reset so you can get the most out of life. These apps are not suggested as a replacement for professional advice however they may help to support and guide you through daily hurdles you may encounter. If you’re looking for support and someone to talk to, there are a number of organisations who you can contact listed on the Health Direct website.
FREELANCE APS and BUSINESS MANAGEMENT software
- asana tracks projects from start to finish
- kanban flow gives you an excellent overview of your current work situation. Visualizing work in a team environment simplifies communication and leads to improved productivity.
- troll lets you work more collaboratively and get more done
- my price
The Arts Wellbeing Collective is an Arts Centre Melbourne initiative, delivered in partnership with Entertainment Assist. The Arts Wellbeing Collective comprises a consortium of Victorian arts and cultural organisations whose shared vision is to effect better mental health and wellbeing for Victorian performing arts workers
There’s Gold Within the Muck. We have a saying in the SEAL teams: “It pays to be a winner.” True enough, but one of the secrets to winning is embracing failures, obstacles, and losses. We have another saying: “The best ideas come from the worst places.” Most outrageously successful business ideas are born out of the experience of failure, sometimes even bitter failure. The pain is temporary; the learning is priceless.
Total Focus: Make Better Decisions Under Pressure – August 15, 2017 by
As the saying goes, it’s not what you know, but who you get to know!! Networking is such an important part of growing your business, and it’s so often misunderstood. It’s not always about selling on the spot, but instead building long-term relationships so that people think of you when they next have the need for your products. Remember, people buy from people they like – relationships are key!
- Set yourself some goals – e.g. hand out 10 business cards
- Plan some ice-breakers ahead of time
- Set yourself a time limit for each interaction & practice your exit strategies
- Ask for an introduction from our Business Advisors
- Practice empathetic listening & share personal stories
- Don’t try to sell – just relax and get to know people!
- Rehearse your pitch before the event
- Establish Your Event Identity
- Before the Event
- During the Event
- After the Event
REALISE BUSINESS We operate as a Not-for-Profit enterprise, and are proud to be funded by all levels of Government, which means you can get advice from our highly experienced Business Advisors for a fraction of the cost of private business coaching. Plus, FREE membership gives you access to our growing network of up to 300,000 other Sydney businesses, regular events and education for every stage of business.
- Five simple steps you can take today to stay safe online
- What’s Trending | Top 5 security and backup tools for your business
- Cyber safety | Secure your business against scheming hackers
- 4 easy steps to getting your business and website online
- What’s Trending | Top 5 automated marketing tools
If you want to start a business, you’ll need to think carefully about your business idea. Is it a great idea that could turn into a major brand or will it fall flat at the start line? The team at MOO.COM have created this interactive flowchart to put your business idea to the test!
A unique organisation in Brisbane – commenced 1974 – powered almost entirely by volunteers and a remarkable team of presenters from Brisbane and visiting from overseas and interstate. We’re here to show participants:
- How we can use our remarkable minds to bring beneficial changes in our lives.
- How by using a range of ideas and techniques we can reduce stress, anxiety and improve physical and mental issues.
- Just how powerful the effects of right attitudes can be and how all too often our lives can be controlled and made more difficult because of unconscious conditions.
Our survey roughly coincides with the 10-year anniversary of the introduction of the Producer Offset and the results form part of a report that goes up online today.
This report steps back and gives a sense of how the financial incentive is performing.
- It includes data on how much film and television has used the offset and how production levels compared before and after its introduction
- It also digs into user sentiment; the users being producers as well as broadcasters and other platforms. This was done both via the survey and in face to face interviews.
TECHBOARD is a community engagement & discovery platform for the Australian Startup and Young Technology company scene:
The Not so Fun Stuff: Getting your life in order. iiNet eNewsletter October 20, 2016
Have you ever thought about death? You’d be forgiven if you haven’t – it’s a scary thought, after all. It’s not an easy subject to bring up in conversation, yet they say the only true certainties in life are death and taxes, so it has to come up eventually. As a society, we’d often rather put off having a proper talk about ‘the end’ with our loved ones until another day, but the problem with that is that it could happen at any time. It’s far more responsible to get your affairs in order sooner rather than later to prevent any unnecessary pain for your loved ones.
GLASS DOOR search salaries and compensation at thousands of companies. Find out if you’re paid fairly. Share your salary anonymously to help others.
How Much Everyone Working On a $200 Million Movie Earns | Vanity Fair
AUTHORISATION RELEASE FORMS and PRE- TO POST- SHEETS
Media production and education services for Film & TV from Joe Nasr
Blogging and Social Media
HUSTLE & HEART with Brook McCarthy. Business has changed. The old ways of marketing don’t work anymore. Twenty-first century business is values-based, generous-spirited, lean and agile. Twenty-first century business leaders need to be bold.
Online Marketing, Magnified – blogging for Business or Social Media Savvy
Centre for Evolutionary Learning
The Center for Evolutionary Learning is a non profit global research network specialized in the study of how individuals and organizations learn to evolve towards ideal models of responsibility and sustainability in their identity and behaviour. We envision a world where self-empowered individuals generate enlightened decisions, practices and initiatives within their organizations, for the benefit of all concerned stakeholders: financial investors, employees, business partners and communities. Our aim is thus to contribute to the sustainable development of communities worldwide, by identifying the most effective learning approaches to improve personal development processes in entrepreneurs, managers and employees, working in private, social or public organizations.
The Evolutionary Leap to Flourishing Individuals and Organisations. This book describes how this shift in mindset and consciousness level can, and has indeed, taken place in organizations using meditative practice, not only for individual wellbeing (which is now well understood) but also for deep transformational change. Through this shift, we can move past a definition of sustainability as ‘mere resource efficiency and long-term survival’, to one of ‘sustainability-as-flourishing’. This book challenges many pre-conceived ideas about what a sustainably successful organization is and how it should be run. Based on a growing body of evidence – from neuroscience to business research – it maps out a path to empower all who wish to undertake this journey towards the realization of the highest potential in ourselves, our organizations, and our social and natural world.
CODE of CONDUCT
In practice, this will mean that all people working on a production will need to be made aware of the Code and producers will be required to nominate a trained staff member to be a Sexual Harassment Prevention Contact to address any harassment complaints. Producers will be required to submit a Code Compliance Report at the conclusion of production, in the form of a statutory declaration, confirming all Code obligations were met. Producer is required to submit a Code Compliance Report – failure to do so will be considered a breach of contract and the final Screen Australia payment on a production will be withheld (typically this represents 5% of the Screen Australia funding).
GENDER MATTERS TASKFORCE STATEMENT ON SEXUAL HARASSMENT Screen Australia has published a factsheet for people who believe they may have been sexually harassed at work.
SCREEN PRODUCERS ASSOCIATION (SPA) and MEDIA ENTERTAINMENT and ARTS ALLIANCE (MEAA) announce the release of draft policies relating to workplace bullying, investigations and discrimination and harassment.
freelance success with Monica
The Getting of Wisdom – interning
Welcome to The Art of Content, which provides a little peek into our world. We talk about interesting facets of the content marketing world and we also chat to people we know and respect who have some unique perspectives.
TIPS FOR CREATIVE BUSINESS
- Making and setting personal and professional goals and planning your business journey. Setting goals can be extremely difficult, because it requires an answer to that vexing age-old question “What do you want?”. And once, they’re set, how do we keep them? And what about all those other deadlines?
- Creating a practical way to effectively continue to make and realise your dreams and goals.
- Understanding and handling money matters;
- The key to managing time better, more effectively. better ways to meet your deadlines. Practical strategies to help you keep all the juggling balls in the air. the larger issues of setting goals, staying motivated, saying “NO” and finding the balance between being creative and making money. the larger issues of setting goals, staying motivated, saying “NO” and finding the balance between being creative and making money;
- Introduction to creative tax and legal resources;
- Marketing tips and juggling the realities of combining art and business.
- The strategy behind content marketing
- Writing your bio and introducing yourself without sounding like a wanker
- Crafting clickable headlines, for social media and email
- Defining your difference – Making your mark
- And then the specifics – instagram, Facebook, Blogging and Email.
Under the provisions of the Copyright act 1969, a copyright owner is entitled to take legal action against an institution or individual who infringes copyright. Under the Act, you are permitted to make a copy for the purpose of research or study. This is called fair dealing for the purpose of research or study.
AUSTRALIAN COPYRIGHT COUNCIL Do I Need Permission. The Australian Copyright Council is an independent, non-profit organisation. Founded in 1968, we represent the peak bodies for professional artists and content creators working in Australia’s creative industries and Australia’s major copyright collecting societies.
SMARTCOPYIN the official guide to copyright issues for Australian Schools and TAFE
YouTube Copyright Basics
Digital Ready | Introduction
EMPLOYMENT, APPLICATION & PORTFOLIOS
Some things to consider:
- what responsibilities were
- the type of work
- what exposed to
- what doing in downtime
- other interests only if relevant e.g. photography
- brief overview of the project
- details of what you did on each shot e.g. Nuke to clean plates, comp shots to what skill level, green screen, 3D integration
- deliver to senior requirements
- flexible and adaptable
- time management
- taking direction
- taking notes
- comment on show reel such as what you would do differently, change
- vimeo link to work
- why applying to this company and would it be a good fit
- contact details
AIRTASKER is a trusted community marketplace for you to outsource your tasks on
ART STATION is the showcase platform for games, film, media & entertainment artists. It enables artists to showcase their portfolios in a slick way, discover & stay inspired, and connect with new opportunities.
CARBON MADE Search 1,000,000 portfolios and 2 million projects.
CONKERBERRY PTY LTD We are a small and efficient Recruitment company specialising in the Games industry Australia wide.
LOCALSOLO IS A CURATED TALENT NETWORK OF 26,468 TOP LOCAL FREELANCERS
THE LOOP Australia’s largest professional creative community
Dean Cappello’s Top Tips for Shaping and Pitching Your Project
Spotting Talent and Selling Ideas – Masterclass w/ Nik Powell
Grants are often held up as the holy grail of a successful arts career, and to be awarded “free” money can feel like a blessing, until you realise how much extra work is involved in researching and writing grants in the first place.
- Understanding the grant landscape and researching the competitive nature of grants;
- Steps to prepare for a grant application, including research tips and business structures that enhance opportunities;
- Writing and planning tools to help manage time and make the most of government grants;
- Five ways to “not bugger up” a grant application.
- How to understand different types of grants to suit different projects and ideas, including tips for philanthropic grants;
- Real-life examples of successful and unsuccessful grant applications to inform your writing;
- Understanding when to accept an opportunity and what to turn down;
- How to use collateral to support a grant application;
- Continuing your grant researching and writing strategy as a regular part of your practice;
- Preparing for Grant Success;
- Other revenue strategies to help bring an idea to life.
- How to run a successful crowdfunding campaign
ARTS LAW CENTRE OF AUSTRALIA: The national community legal centre for the arts
Arts Law is Australia’s independent national community legal centre for the arts, a not-for-profit company limited by guarantee. We provide free or low cost specialised legal advice, education and resources to Australian artists and arts organisations across all art forms, on a wide range of arts related legal and business matters. Arts Law’s Artists in the Black program delivers targeted services to Aboriginal and Torres Strait Islander artists nationally.
Mastery: The Keys to Success and Long-Term Fulfillment Paperback – February 1, 1992 by
The Safer Workplace Strategies forum, held on December 12th, attracted a full house at AFTRS, including representatives from key screen guilds, media and other members of the community. Satellite events were held in Brisbane, Melbourne, Hobart and Canberra while thousands of additional viewers, including many of our members, joined in via the Foxtel livestreaming on the WIFT NSW Facebook site.
During the two panels, we heard from experts such as workplace harassment lawyers, the NSW acting assistant police commissioner and counsellors who outlined issues of rights and responsibilities.
Karen Willis, from Rape and Domestic Violence Services Australia, ran toolkit sessions on empowering ethical bystanders and getting started on creating cultural change.
Fiona Cameron from Screen Australia used the forum as a platform to announce the funding body’s intention to link funding to adherence to a code of conduct on sexual harassment.
Kate Jenkins, Australia’s Sex Discrimination Commissioner gave the empowering keynote speech in which she reminded the audience of organisational responsibilities stating, “You don’t need to be Harvey Weinstein to slow someone’s career, you just need to be a manager.”
PITCHING TIPS with LIBBIE from CHILDREN’S ABC TV
organised by Sydney Animation Production Group
PODCAST What do commissioning editors want to know, what do they say once you leave the room and how to leave an impression without wearing a character suit and making everyone feel awkward!
THE DARK ART OF PITCHING with Libbie Doherty, Commissioning Editor at ABC Children’s
What do commissioning editors want to know, what do they say once you leave the room and how to leave an impression without wearing a character suit and making everyone feel awkward! We’ll be taking a rare look behind the doors of Australia’s most prolific children’s TV commissioning team.
Libbie Doherty is a passionate advocate for Children’s content and brings a wealth of experience from the animation and live action worlds to the position of Commissioning Editor. Libbie is focused on nurturing new Australian talent, reflecting Australian kids’ lives and creating pathways for Australian kids’ content to cut through into the international market.
Michel Carrington Head of Children’s and Education
Libby Doherty Commissioning Editor Children’s
Chris Rose Commissioning Editor, Children’s
Emma Mungavin Acquisitions Manager
Lisa Fagan Commissioning and Development Coordinator, Children’s
Libbie: Sticky Pictures, Cheeky Little, Hackett Films, Blink Films, Sixty40, ABC Children’s
Libbie: Loves hearing what kids have to say about content, talking about favourite shows, characters and things. Content formulates those create touch points that children take onto their future lives. The shows that make a difference in people’s lives.
Australian children’s content travels all over the world.
Lisa Fagan manages the submission process, government organisation and we all pay tax, is their duty of care to read all submissions and respond. Acquisitions for pre-made content. Have to be seen to be objective.
Multiple ways of pitching – with the commissioning editor and have a chat, in front of your piers and could be 500 people, speed pitching. Never going to walk away with an answer in the moment. Need to know it is on the short list, they have not said they do not want that idea, they want to take it to their colleagues and have a chat. People are not selected in a pitch.
COMMISSIONING ABC KIDS
0 – 6 years channel, most successful ABC channel and has a 40% reach. The best of Australian and International shows.
Absolutely do your RESEARCH:
- know who you are pitching to
- know the children’s landscape
- know the channels you are talking to
- every channel has its own brand, values and identity
- who will be the best partner for my brand – ABC Me, disney, nickelodeon, stan, net flicks, channel 7, 9, 10
- do not shoe horn the idea into something it is not
ABC ME is the dedicated channel for primary school audiences, to represent Australian children on the screen, reflected in the content. A dedicated app iView where children can do things such as creating their own profile, curate their own favourites, news generated content, music video challenges of making a trailer, tell jokes, doing diaries.
Content genres – G and PG with scripted drama, comedy, animation, high end factual formats, for a younger or older child. Age groups of 6 – 9, move traditional storytelling and 10 – 12 age group, move to the online space though need to be 13 to be on many social media platforms. Age groups 0 – 6, 6 – 9, 10 – 12.
Shoulder programs to run across age groups, consider focusing on an age group. With the digital content it is easier for the audience to move around and different choices.
Durations like 11 min and half an hour. Pre-made content from 1 to 26 minutes
- australian stories
- diverse voices, non-english speaking background, cultural authentic base
- creativity and innovation
- primary school focus
- accessibility, access to tablets, phones, how the content will travel with children during the day and want 1, 2 and 3 min, how the content will work across multiple platforms. Children have access to a lot of content and parents are the gatekeepers
- some projects lend themselves more towards adaptation
- age appropriate
- Everything has an underpinning of an educational feeling, thinking about your idea in an entertaining way
- What is the question that you are exploring, what is the hypothesis.
- 100% audience reach – Libbie’s goal
WORK OUT YOUR TARGET AUDIENCE
Today’s children are born into a fully functional digital, content world how we could never have imagined as children. They can all have devices, have computers, no longer have tv in the bed room and not interested in fighting over the remote control. Think about how they consume content. They are quite brutal, looking at content for 10 or 15 sec and if not hooked they are gone. Not longer having long extended set ups. Really savey, good narrative education and looking for intelligent, smart and clever story telling. Kids are interested in the environment, worried about the world and need to be doing topics under the right frame.
Work out who is the core audience, that one child and think about:
- content of what might like
and convey in the context of their bigger life
KNOW YOUR COMMISSIONING EDITOR
- Stories that come from the child’s point of view. Is the main protagonist a child, if not if they are an adult do they have a child’s sensibility, are they thinking like children, how will the children access this content and connect with it on a deep level
- Honour children’s intelligent and their point of view
- No brand related, toys or merchandise
- Uniquely creative, not necessarily following a trend or pattern, identify it and know that it has been done. Think outside the box, own stories and angle.
- Do not be tempted to create a fantastic folio
- What is the core idea, what is the key story, who is the main character – like to get in earlier than an extended beautiful work of art
- Business requirements, the business of making television is taken seriously
- Articulate the idea in one page, short document
- Partner with an Australian Producer, established company
- Never make a show on your own, find the people early on and partner up and start collaborating together
- Is a creative collaboration, bring different things to the project
- Define the roles you haven how going to split the deal
- What your contributing, sweat equity
- Know your part in the project to help as you go along in the process, can formalise in a document
- What to know who the team is, especially the key heads of department roles. ABC has all right of approval of these people. Do not promise something to someone you cannot deliver on at the other end
- Well matched teams
HOW DO YOU CHOOSE A PRODUCER
- Creative alignment, do they love the show as much as you do
- Gets your ambition, able to represent you at a market in the same way you feel. Look around and need to meet them more than once. Might be someone you worked with and liked working with them on their shows, this can be a good place to start
- Looking for people with good track records, have delivered a show. Are they reliable, good business people and deliver what they say they will deliver. Do not promise something to someone they cannot deliver
- What is the size of their network, how well connected, travel to international markets, international distributes, meet with broadcasters regularly
- In house production capacity, resources to develop up the show
- Help people realise an idea and see it right through to on screen
- The best version that it can be
HOW ARE SHOWS FUNDED
Pitch to a Broadcaster first and they do not pay for everything. The ABC is involved in co-productions. Then go to different players in the market Overseas such as Canada, Britain and USA, Screen Australia, Angel Investors, Amazon in America, Netflix.
- Stereotypes, how they are represented, avoid stereotyping children
- Relevant to children rather than imposing adult concerns and expectations about children’s behavioural standards
- Gender balance
- How women are represented
Humans come in all shapes and size, sexual orientation, colour, disabilities. Cultural diversity needs to be authentic. Open our creativity to include their stories. What is your life like. Know structure, know how to create a story, bringing those people together and working openly, Accurate, representative, funny and humour.
Geena Davis Media Foundation, representation of Women and Girls in the Media. The statistics of how girls are represented, crowd scenes 17% were women, beyond lead characters, think about behaviours and habits. This needs to be considered seriously.
- No costumes
- No puppets
- No bands
- Never pitch 100 episodes, standard is 13, 26, 52 maybe become 10, 20
- Do not tell them they are doing really bad things, really hate that show, not a good look
- Research, know the audience, know your editor
- No pornographic poses
- Do not follow into the toilet and give pitch under the door
- Your really not going to like it, love it and want you to succeed in the pitch
- Be enthusiastic, be excited
- Be prepared
- Practice, notice what they hook onto
- Have 3 or 4 lines to start with
- Video pitch, instead of documents, depends on the project and where the team is at
HOW EARLY IS TOO EARLY
- Good one pager outline, can keep to 3 or 4 pages. Explaining the story, what the narrative is. Articulate the story of characters, their journey, the hurdles, the dramas, their laughs in the 4 pages to get a good idea of what trying to achieve
- Good stories and rich, complex worlds that the characters are going to be put in
- Not necessarily every story
- Bio, half page
- One page outline for Ep 1, 2 and 3 can be helpful, though not essential. Can usually tell from the story, a couple of pages
- Can do pencil sketches, rough art if not send in references
- What kind of shows do you like
- Your aspirations, your sense of aesthetic, trailer of past experience
- Do not need to spend a lot of money
- No budgets, multi-platform extensions, one minute teaser
- What the characters look like comes later
To take to the next stage, start with story, what the series are, brainstorming what the show is about in a bigger way, initial character, backgrounds.
Starting out in their careen and getting a break, encourage every team to have a young. For the project to move on in a meaningful way will what experienced people who can help guide the process. More experienced people to give you the space to do what you need to do, to fulfil your creative ambition for the show. Early career people to be open to the experience, not feel threatened by it, make it work for you and have an open mind. Never their intention to take your idea and make the show.
ABC has approval over everything, have the final say on all scripts, on everything, they have paid for it. All through scripting, pre-production, design for every episode, character, prop, background, storyboards, animatics, animation passes, effects passes, cuts, mixes. When there are multiple funding bodies the intention is for a collaborative decision, some funding bodies rely on the ABC for the creative process, other times who ever puts in the biggest money has the biggest say.
Small businesses seeking to fine tune their digital marketing strategy to take full advantage of the opportunities in the market place. We are all conscious of costs and time while being constantly overwhelmed with information. What is happening with the digital, marketing and technology overload and where do we start.
Be prepared to learn, the luxury to learn new concepts, strategies and language and not rely on ‘hope’ marketing. Give yourself time to discover new strategies, understand new words and concepts. There are five marketing tactics and customers will find you along the path to purchase. You need to put in time and effort and know who your customer is.
Google switched its algorithms, changes on the internet and looking at how this works we need to grow our enquires building trust, reputation and authority in the eyes of Google. A business that Google trusts enough to present to the people searching for a particular product or business. An algorithm is a process or set of rules to be followed in calculations or other problem-solving operations, especially by a computer.
It is about building your trust reputation and authority in the eyes of Google so that it trust you enough to present your business in a user search. How does a business come up in a search result? Google says: I know your previous search history, where you are geographically locally at the time, your IP address, knows your social media behaviour, what you comment on, what you like etc. Google says: I want to return the best possible search results and web pages relevant to the person doing the search, using the machine learning algorithms and semantic search to return the best possible answer on the internet, the best possible user experience when we are searching. What appears on page one of a Google search is different for everyone. If you want to be presented in a search then build trust, reputation and authority in the eyes of Google to be the best possible solution for that query. It is ongoing, needs consistency and semantic search has changed how potential customers are going to find our business and has changed how we manage our marketing, publishing content. Before it would return the same to everyone the same pages whether it was relevant or not.
Need two key things in place for this to work:
- need to be very clear on who the customer is
- branding in check, a strong brand which includes tone of voice, visual identity including logo, colour, imagery, video, words, language
Need to be searchable, if Google does not trust you then you have no hope. We have two customers, Google and Humans = we need to be searchable. Because of Machine Learning, if you have different things it confuses the Machine Learning and the algorithms cannot figure you out and trust you in a search. It is all about Machine Learning.
Machine Learning algorithms can read photos. Google trusted photographers, paid service, will take photos which can be 360º views and then will upload to Google My Business profile in their preferred way.
Much better off to use your own domain name and build your own digital assets, not living on rented property and own your own domain. Off the shelf website, a free build that you do yourself. All about the domain name, all the activity associated with the domain name and your web presence and does not matter what platform you are using. Web sites and blogs are now better to all be in one spot. Go where your customers are hanging out, hang out there, it could be linkedIn and posting your commentary.
Reviews, can never have an off day in customer service, need to respond to all reviews as people have taken the time to write it. Responding positively to negative reviews, maybe need to go for a walk, be objective and it can be the best form of PR, do not be scared of it and it can lend some legitimacy to your business. People are pretty savoy and maybe the customer is having a bad day.
The customer may not always be right but they are never wrong.
Google are investing in the long term, have a strategic vision and recognise that domination means that they recognise the need for a customer centric view. They built Semantic Search because their brand was on the line when you do your search. They will only have world domination if we let them have it, because we will make the trade for the convenience they give us. The vision is grounded in what we want, the experience and delivering that. Always start from the customer perspective, the target market, then speak about benefiting the customer and if you have not done that you will confuse people and the Google search. How are you benefiting the customer, be consistence.
FIVE STEP methodology
No one part works in isolation, doing them all at the same time, commit to the five steps.
Optimising your page with up-to-date and accurate information, have as much content as possible such as written words, photos, video, reviews. Show people you’re open for business. Get your opening hours, phone number and directions on Google Search and Maps. When people search for you, does your phone number show up? Is the right address and website listed? Control how you appear on Google Search and Google Maps.
You automatically get when you sign up for Google My Business. Post directly into Google +, is Google’s answer to social media. Google will index and is learning about you, your business. Is another way to be posted in a search, # tag, it which helps Google index and identify it, key words.
Semantic Search Algorithms Engines (Google, Yahoo, Bing), Google owns 70% of the search market. Register your business on Bling and all of the search engines then you control the content and look at the semantic web check list with things you need to do to get it out there. Write your own Search Engines listing otherwise it will draw information form other sources, it is attempting to find photos of your business and the risk is that they will put bad photos in when you do not post your own content.
Mobile, need to be google mobile friendly, mobile first, desk top second. Google will give preference to a site that is mobile friendly, it is about user experience.
Content, Google needs content for their algorithms to figure you out, can they trust your business enough to present your business in a search. Google needs original content on an ongoing basis, post content as often as you can so Google can figure out if they can trust you.
Now you are publishes of content which are blogs, video, images and not just about your product and services, it can be about local things happening, other products you use. When posting commentary consider talking about the region you service, refer to it in places other than contact information, it is about projecting your image. It can be things related around your business, DIY information, best practice, markets, festivals, local stuff, local theatre and things happening around your business and where you are.
Visuals, Google wants them, they want to build their images and they do not want thumbnails, the tiny images, you will be penalised for them, they want quality and original content. Uses images to figure you out, original, relevant and beautiful content that comes up in search results, can read what is in the image. Consider using people to bring them alive such as your target market. Think about how people search for your product or service, break that down and execute that into your website.
Google owns youTube.
Social Media, is now Social SEO. Distribution for your content, for sharing and loving your content. When you sign up for an account use the same URL, because the Algorithms pick up on the activity associated with those URLs, it is all about Machine Learning.
With the social media it is all about engagement, if it is liked, shared, commented on then it builds the natural back links which is links from other sites to your web site. It also tells Google they must be good at what they do because people like their content. Need engaged people rather then lots and lots of people that it is not relevant to. The back links could be associated businesses that relate to and point to your business. Builds a community, working together as a business community and when people engage with your content it will happen automatically. If you get published, is good for your web site because they are authorities, builds your trust reputation and authority with Google. Google is telling us we need to focus on back linking and content.
Like provides content for the search engine, sharing positions you as a leader about knowing other things, not only your business. Giving them Link Juice, a back link and always provide some commentary, why would they read the article why are you posting it and put my spin on it.
Social SEO, search engine optimisation is a methodology of strategies, techniques and tactics used to increase the amount of visitors to a website by obtaining a high-ranking placement in the search results page of a search engine (SERP) — including Google, Bing, Yahoo and other search engines.
Dumb SEO Questions http://dumbseoquestions.com/q/should_we_use_brand_url_in_description_of_a_website
David Amerland ‘Google Semantic Search’ https://www.davidamerland.com
I am an international speaker, author and business journalist. I talk about data mining, search, the social web and how they all converge.
Exact Match Domain EMD Do exact match domains still work as an SEO tactic?
Search Engine Land http://searchengineland.com/library/channel/seo
5 Things You Need to Know About Social Media & SEO https://blog.kissmetrics.com/social-media-and-seo/
Google AdWords https://www.google.com.au/adwords/ is an online advertising service, developed by Google, where advertisers pay to display brief advertising copy to web users. Google AdWords is quite complex, consider using an expert, do not dabble and consider putting your energy into original content and Google +.
LinkedIn Selling https://au.linkedin.com/topic/linkedin-selling
Affiliate Programs to make commissions, to make money by referring to other web sites:
- Commission Junction http://www.cj.com
- clixGallore http://www.clicksgalore.com Is an online advertising company owned by Conversant, Inc. operating in the affiliate marketing industry and operates world wide
Hootsuite https://hootsuite.com Save time by managing all of your social media marketing efforts from a single dashboard. You get the tools to manage all your social profiles and automatically find and schedule effective social content..
Incognito search, if you don’t want Google Chrome to save a record of what you visit and download, you can browse the web privately in Incognito mode. It takes all the previous search history out.
Black Cat marketing, is the old ways when you would buy back links by buying your way to the top of the page and does not work anymore.
MY TRAVEL RESEARCH http://www.mytravelresearch.com/about-us/
Is an insights and consulting company established and run by Bronwyn White and Carolyn Childs. We set the company up in 2011 because we saw that tourism businesses and destinations were often confused or overwhelmed by research and struggled to apply it to their businesses. But when presented in the right way, in a business context, they loved it! We saw many success stories when this happened.
MUMBRELLA is a discussion of everything under Australia’s media and marketing umbrella. https://mumbrella.com.au/about
SEO 101: What is Semantic Search and Why Should I Care? https://www.searchenginejournal.com/seo-101-semantic-search-care/119760/
BRONWYN WHITE Small Business Marketing Tips http://www.bronwynwhite.com
DIY MARKETING MENTOR I coach and train small business owners about marketing – I make it easy. I am OBSESSED with marketing. I live and breathe marketing concepts, trends and its future. The marketing landscape is ever-changing – making it very difficult for any small business owner to keep up-to-date.
MARKETING LAB is a hub for businesses and people who want to improve their marketing knowledge. To be able to get ahead in digital marketing, self lead DIY
AUTODESK Design 2020
THE FUTURE OF MAKING THINGS
Future of Making Things by Andy Cunningham, Autodesk
Industry Update by Greg Ewing, President (NSW) Engineers, Australia
Customer presentation by Steve Fox, BIM Consulting
firstname.lastname@example.org T. +61 2 8252 8488 M. +61 (0)452 455 165
The Value of Collections by Autodesk technical team, Sam Macalister & Matthew McKnight
‘How to get there’: Moving to Subscription by Andy Cunningham, Autodesk.
Can put sensors in everything, getting cheaper everyday such as parking meters, pot holes, air conditioning, the home environment such as looking at what is in the fridge when at the supermarket and creating a network of information. Is changing the way things are designed. Moving to a common data environment, one common project controlled data environment, current usage and the project controlled around it, project lifecycle.
How do we include a lot of customisation, collaboration and real time changes and feed back into the design process to extend the value of the products that are being made. Digital technology and information driving visualisation is impacting the industry. The technologies can make the design process and delivery smarter, more efficient and more robust.
Working with manufacturers and how there can be a better workflow, for design into manufacture. How do you get the conditions right in the modelling environment? Information, the data and how models deliver information and how the information drives the visualisation.
The exchange of information is vital to the process, progression and is it adding value to the process. Looking at cloud based solutions, to exchange data live, the data is in the cloud. How 3D modelling is the compelling feature of exchanging the information to give some one the overview of the master plan.
How to visualise the data, colour any way you like, showing all the aspects of the modelling. The point cloud data into a model to get accuracy with the information. Ip is an old conversation.
Building Information Modelling (BIM) is a process involving the generation and management of digital representations of physical and functional characteristics of places. Building information models (BIMs) are files (often but not always in proprietary formats and containing proprietary data) which can be extracted, exchanged or networked to support decision-making regarding a building or other built asset. Current BIM software is used by individuals, businesses and government agencies who plan, design, construct, operate and maintain diverse physical infrastructures, such as water, refuse, electricity, gas, communication utilities, roads, bridges, ports, tunnels, etc
BIM (Building Information Modeling) is an intelligent 3D model-based process that gives architecture, engineering, and construction (AEC) professionals the insight and tools to more efficiently plan, design, construct, and manage buildings and infrastructure.
City of Sydney, analysis future development or proposed development, calculating hundred of thousands of point in order to create an assessment based on access to blue sky in proportion to the silhouette of the building.
Virtual Reality is useful for customer centre design and user experience.
Progressive point cloud scanning, what can be captured such as levels in a ceiling and colour coding, setting the bench mark around the heights and put a gradient and it will colour it for you. Get out of the mind set of the traditional documentation delivery. New ways of getting information across to developers and state holders.
Contracted scope, assess it and deliver it. How are projects handed over, improve disconnected information and starting to do with point cloud analysis. Consider the people who are going to inherit the models and do not know how to use it. Make it useable and give them a fighting chance and can access the data. Needs to be modelled with integrity and has the correct data is there.
Technologies like Generative Design, designed by a computer system and Additive Manufacturing, printed by a machine are a match made in heaven such as Toyota for a cylinder head to more efficiently to cool the system.
Virtual Reality as part of the design workflow, the quality of the surfaces and part of a sales process to show. How they sell a product as a service, the manufacture retains ownership.
Smart, connected products are products, assets and other things embedded with processors, sensors, software and connectivity that allow data to be exchanged between the product and its environment, manufacturer, operator/user, and other products and systems. Connectivity also enables some capabilities of the product to exist outside the physical device, in what is known as the product cloud. The data collected from these products can be then analyzed to inform decision-making, enable operational efficiencies and continuously improve the performance of the product.
Customisation and collaboration are an important part of the workflow – designing headphones to fit your ear, using the photographs to custom make them for a mass market product.
Configurate as part of the design process, uniquely making products to suite individual needs instead of for the mass market. People, from around the world can work on a project collaboratively without the traditional challenges they would face.
Testing earlier in the design and manufacturing process helps to make decisions about the quality of the design and is it meeting expectations. The algorithms uses real world data to improve the next version of the design. If we make design changes how will impact other areas? Managing data can be a challenge for manufacturing. Can use for online catalogues, applying technology to the mass market.
Integrated workflow across the design lifecycle, a workflow that can taking data outside and using it as part of the BIM process.
Conform group uses the web site where the customer enters the information required that enables a custom design to be constructed.
GET UP: SYDNEY SKILL UP “TOGETHER WE’RE POWERFUL”
The Australian belief in a fair, jus, flourishing country in a thriving democracy. The building of people-power on a massive, unprecedented scale that will not go ignored by any politician, business or institution. Develop practical organising skills and grassroots strategy in engaging, interactive workshops and be inspired by some of Australia and the world’s most preeminent community organisers. Building lasting relationships with locals and gain a supportive network to take collective action, function together with moving forward.
Campaigns won’t be won without people power. Community organising is the craft of building that power. It’s the art of being able to bring people together and create inclusive spaces where diversity is valued and welcome, to facilitate great meetings and strategise effectively together. It’s about being able to have powerful conversations with others in the community in order to change what’s politically possible. These are core skills that can build lasting people power in our movement — and that’s what will see us achieve a fairer, more just and thriving Australia.
WORKSHOPS four workshops are:
Strategy and Power: Achieving change on the issues we care about doesn’t happen by accident. It takes planning and strategic decision-making so that when we act together, we have the greatest possible impact. This workshop dives into the key elements of successful campaigns and provides you with skills to make strategic campaign decisions in your local context.
Making Meetings Magic: Meetings are where people work together to make collective decisions and plan for actions. Put simply: meetings are where the magic happens in groups, and getting them right is essential to having the impact we want in the world. Covering the basics of effective meetings; the role of facilitator; and some key tools facilitators and participants can use to keep meetings on track with healthy dynamics. As we build an amazing people-powered movement, this workshop will be all about making our meetings, like our campaigns, super effective.
Powerful Conversation: One-to-one conversations are the backbone of a successful campaign – whether that’s through door-knocking, stalls, phone calls, or with family and friends. In this workshop you will be introduced to a framework for presuasive conversations that’ll help you engage with people’s values and concerns, shift their thinking and move them to action. You’ll have an opportunity to practice these skills in the workshop.
Building an Inclusive Group: One of the major objectives of GetUp is to build a fair and inclusive Australia — to achieve that we need to understand what diversity means and how to live and work inclusively. This workshop will help us identify our blind spots and how to create a movement that is inclusive of social and cultural differences.
Remember that social movements are messy and experiences of learning together. As we grow ethical behaviours will be important in helping us forge respectful, productive and cohesive groups that are effective and rewarding for everyone.
To have an inclusive goal you need to understand other people’s values. Look for common things.
Understand how the system works and have your voice heard.
Think of a time you felt excluded from a group. What can a group do to bring you into the group. Exclusive groups are negative, fixated to a belief and do not listen.
Inclusive, expand our base, value each person’s experience and contribution equally, the sum of the parts. Value a wide range of skills. Evolving. Find and give common ground. Understand both partners. Do not make it personal. Together we build successful campaigns.
Broaden the group, social media. The people who are going to help you move the goal to achievement.
Planning, learning about the issue. What are we wanting to achieve. Look at the outcome and work back. Consider resistance, apathy and agreement with issues that are important.
Strategy understand the elements. A map that charts the territory between our current position and the achievement of our intended change objectives can help us achieve our purpose and avoid the sense of being overwhelmed that often accompanies social and environmental activism.
Tactics, state holders from their perspective. SWOT analysis – Straight, Weaknesses, Opportunity and Threats, it can be carried out for a company, product, place, industry, or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective.
ALL TOGETHER NOW vision is for an Australia that embraces cultural diversity and is free from racism. We seek to achieve this by creating innovative, evidence-based and effective social marketing that is positive, provocative and courageous.
CHANGE AGENCY is an independent social movement education initiative. We work with community organisers and activists in the Australia Pacific region to help people win social and environmental change.
DECOLONIZING SOLIDARITY is a site full of resources and ideas. It aims to inspire, support, trouble and give direction to the work of people who support Aboriginal struggles. If you are relatively experienced, or have a specific skill to offer, then you can sign up to the database and it may be possible to direct you to an Aboriginal-led project you can support. You can also sign up to find out about new resources, ideas and actions.
GUERNICA a magazine of global arts and politics
GUIDE TO ALLYSHIP an ever-evolving and growing open source guide meant to provide you with the resources for becoming a more effective ally.
- THE WORK OF ALLYSHIP be wiling to own your mistakes and be proactive in your education.
- BOOTS & SANDLES: HOW TO HANDLE MISTAKES
TRAINING for CHANGE was founded on Martin Luther King’s birthday in 1992, a carefully chosen birthday for a group that spreads the skills of democratic, nonviolent social change.
MAKING MEETINGS MAGIC TRAINING
Meetings are where people work together to make collective decisions and plan for action – it’s where the magic happens. This workshop will cover the basics of effective meetings; the role of facilitator; and some key tools facilitators and participants can use to keep meetings on track with healthy dynamics. As we build an amazing people powered network there’s going to be a lot of meetings, so let’s get them right!
HOW TO OPEN A MEETING
GOOD and BAD MEETINGS
WRAP UP and EVALUATION
What people like about working in groups – seeing the light bulbs go off, opportunity to connect with other people, when people are authentic and real, surprised when preconceived ideas are improved on, how things show up in group dynamics, dealign with conflict that enhances the group, collaborative nature of sharing, inclusiveness, more powerful than an individuals thoughts, ideas or processes and different ways of thinking for a better whole.
Meetings are a key tool for working in teams to be able to get things done. When running meetings it is important to connect with participants, especially when they do not know each other. In everyones interested, inspired, enjoy coming to meetings and a feeling of responsibility when leaving.
Minutes might be the whole discussion or maybe be the actions and need to faithfully report what people have said.
Introduction, opening and agreement:
This is what we are here for is everyone ok with this, this is what we want to achieve is everyone ok with this or is there something else we can do. Affirm this is what we want to do.
HOW TO MAKE MEETINGS EFFECTIVE, where people work together for collaborative discussions to get things done, have actions so people can go away and do stuff. Some key tools for facilitation and how to keep meetings on track.
In the participants agreement there would be some guidelines on how the meetings will be run, how the meeting will be facilitated, the culture and behaviour in the meeting. This can be added to as an ongoing agreement, a guideline and can go up at each meeting as a reminder.
- ensure everyone has an equal say, everyone contributing
- everyone has the opportunity for equal say
- how long people speak for
- one person speaking at a time, no cross chat
- staying on the topic, issue, point
- clarity of intention, why we are at the meeting, having the meeting
- growth mind set
- respect including others opinions
- how is the agreement going to be used e.g. speaking over someone else, the facility respectfully closes off the conversation and brings it back to the other person.
- everyone present and listening to others
- people come late, the facilitator says welcome we are …………………. and picking it up where they come in, giving it a context and not going back
- mobile phone use, part of being present and be respectful when expecting calls
The issue with Participants aspirations, where is the room if I do not know how to do all of these things yet, what actions can I do and does my behaviour reflect that?
HEALTHY or TRAGIC
EXAMPLES of GOOD, meetings go well
- clarity of doable actions, clarity of action
- collaborative environment, inclusive experience, inspired and energy to go and do things
- openness and curiosity of what happened and evolved, reveals something, might need to do more and is ok, attitude, emotionally integrated
- rewarding experience
- self responsibility, clear observations and evaluation, facts and clear observations possibly not personal opinion, not inflaming state what is going on with words such as all, everyone, always
- shared tasks and responsibility to achieve the outcome, team effort for ownership as a group
- feedback built in, welcome
- space for celebration and mourning
- conscious choice about what we can deal with and not deal with, prioritise as a group, flexibility
- leave feeling empowered, inspired, ownership of tasks, self-responsibility
- positive intent
- choice to the meeting, not railroaded
EXAMPLES of BAD, avoid in meetings
- aim not met, issue not dealt with, not resolved, the point of the meeting is not achieved
- people leaving unsatisfied
- dominance of a few
- going off topic at length
- people have to be right and win
- confrontational attitude
- unresolved goals
- ganging up, bullying, stacking meetings
- closing people down
TASK or MAINTENANCE
Task, mechanics and structure, things like timing, agenda, action items.
Maintenance, keeping good will, like the culture, building rapport between people.
Before the meeting find out what people want to collaborate on, what people might be able to get agreement on what there will never get agreement on. Take this to the meeting, be transparent about it.
THE ROLES of the FACILITATOR
The role of the facilitator, a central role to keep the maintenance together and organise the tasks.
- modelling and encouraging respectful and productive communication. The value of reflective listening.
- equalising participation and ensuring participants hear each other. Being aware, not always possible to be equal, active listening, focus on the person speaking, having the opportunity, feel included with eye contact, body language. The use of smaller group.
- keeping the group on the subject, focusing and avoiding tangents. Park for now, take off line then respect and reflect, talk about it after the meeting. Can have a car park flip chart and come back to it.
- responding to what the group wants while staying focused on the meeting purpose. What the group wants to talk about and maybe it is not on the agenda. Be flexible, ask the group what they want to do, the facilitator chooses. Sometimes it does not all fit together. Could restate the objective of the meeting, what needs to be achieved and maybe have another meeting to discuss that thing. Could change the focus, it is an important point, clarify it and people interested in this could come to another meeting. Need to avoid cross talk.
- clarifying, interpreting and summarising.
- pacemaking, moving through the agenda and keeping to time, with some flexibility.
- encouraging creativity and a wide range of ideas. We do not have to agree, get them all out and capture them. Have fun where innovation comes from.
- supporting the group to narrow the options down and come to decision. Is there a way to include something that might be important that has been left out
- defining or calling for proposals to move things forward. Agree on a small part and move on from that, come to the meeting with what we can agree on and then move forward. Down the line do what we might be able to agree on.
- encouraging evaluation, helping the group learn so future meetings go well. It gives people feedback to go forward, always something positive then could do differently, finish on a positive. How you can improve, do not put someone down, would be really good if you could do ….. could we possibly do that ………naming what you do want, work towards instead of moving away, vision driven, what people want to hear, what can do not want cannot do or not done.
MANAGEMENT, SKILLS, COMMUNICATION & EDUCATION
PAPUA New Guinea is blessed with an abundance of natural resources, including minerals, oil and gas and seafood products the development of which is supported by stable Government and robust laws.
There are however risks underpinning any PNG commercial transaction, as would be the case in any country. In my view, any entity that is focussed on building or developing successful PNG operations should consider the following matters to the extent applicable:
- Consider the broader social, cultural and regulatory context of PNG;
- Assess and identify an appropriate corporate vehicle or transaction;
- Undertake risk management;
- Review timeframes and update expectations to save costs – always expect the unexpected.
Oprah’s Angel Network, a public charity formed in 1998, was established to encourage people around the world to make a difference in the lives of others. Oprah’s vision is to inspire individuals to create opportunities that enable underserved women and children to rise to their potential. Oprah’s Angel Network initiates and supports charitable projects and provides grants to not-for-profit organizations around the globe that share in this vision.
Anna Guz is a highly qualified and caring Naturopath and Wellness Consultant with more than 10 years of experience in running her own clinical practice. With degrees in both Science and Naturopathy, Anna’s approach to each patient’s treatment plan draws from her skills, education and work experience. This allows her to help you find your way through to the best solutions for your specific health issue.
Best Practice is a method or technique that has been generally accepted as superior to any alternatives because it produces results that are superior to those achieved by other means or because it has become a standard way of doing things, e.g., a standard way of complying with legal or ethical requirements.
Best Practice Certification We understand that training and development plays a critical role in business improvement success. We are committed to partner with you to enable you to deliver and inspire customer confidence in your team and organisation. We established the Training Academy to bring you best practice training to upskill yourself and your team. Our online and onsite training courses cover business improvement tools, management systems, international standards, business tips and industry insights.
Best Practice Certification With a vision to unleash potential in everything everywhere, provide friendly, flexible business solutions, and a commitment to continual improvement, Kobi Simmat founded Best Practice Certification in 2004.
The Conversation is an independent, not-for-profit media outlet that uses content sourced from the academic and research community.
Keep Customers with Customer Service Excellence Business Victoria
Customer service guide: how happier customers lead to healthier business Office of Fair Trading, NSW Consumer Protection Agency, Department of Commerce.
THREE FARM The notion is simple and powerful that to make a positive change in society one not only needs their minds to think, dream and speak about change but also their hands to tinker, test, build to create change!
Tomorrow’ Company is an independent non-profit think tank that exists to inspire and enable business to be a force for good in society.
HUMANITY in BUSINESS Creating a Leadership, Revolution that Supports, Authentic Leaders to Create, An Engaged and Purposeful Business
Living Fundraisers We believe fundraising should be easy, fun, profitable, healthy and good for the environment and the community.
Leadership Learning Dynamics is an international provider of customised learning and training solutions for individuals and corporate, government, local government, education, small and non-for-profit business.
Learning is Not Linear (“I tell you this and you now know it and know how to apply it”)
Leadership Nouveau helps individuals and organisations tap into latent development potential with lasting results. Great leaders do not telly what to do………..they show you how it is done.
Options Consulting Group has celebrated over 25 years of serving Australian Manufacturing with a proven approach of Facilitating Growth in Business and People since 1990 – in other words, we’re helping your business grow.
Podcast The Slow Home with Brooke McAlary by Jackrabbit.FM. We live life in the fast lane. We race to keep up with The Joneses. We are over-worked, over-connected and over-stressed, and we compete on how busy and important and sleep-deprived we are. But we don’t have to. There is an ever-growing group of people who are saying no to life lived at 110%. They are opting to slow down, simplify, say no and focus on the things that are truly important. Brooke McAlary, founder of SlowYourHome.com, is one of them, and in this podcast she chats to others who have adopted a similar approach to life: simple living, slowing down, opting out, saying no. Learn what makes people change, how life is different, and what their advice is to anyone looking to get out of the fast lane
RELAXATION CENTRE of QUEENSLAND A unique organisation in Brisbane – commenced 1974 – powered almost entirely by volunteers and a remarkable team of presenters from Brisbane and visiting from overseas and interstate.
We’re here to show participants:
- How we can use our remarkable minds to bring beneficial changes in our lives.
- How by using a range of ideas and techniques we can reduce stress, anxiety and improve physical and mental issues.
- Just how powerful the effects of right attitudes can be and how all too often our lives can be controlled and made more difficult because of unconscious conditions.
To listen to an audio podcast, mouse over the title and click Play. Open iTunes to download and subscribe to podcasts.
Six Sigma Critical Success Factors “You can’t manage what you can’t measure.”
Six Critical Success Factors for a Six Sigma Deployment is a powerful tool for solving business problems and driving excellence in organizations. Its benefits can include breakthrough improvements, cost savings, defect reduction, greater customer satisfaction, and higher productivity and efficiency. To reap these benefits, however, organizations must pay close attention to six key factors that can make or break a Six Sigma deployment.
SmartOrg is about making choices. Not small ones, like what brand of coffee to have in the break room, but the big, hairy, complex business decisions that determine whether or not companies succeed or fail. Decisions where largtheaqc risks are involved – and you won’t know if you’ve made the right decision right away. For example, choices about what products to develop, what services to offer, what technologies to pursue, what companies to acquire, what regions to penetrate, where to cut costs and which opportunities will provide the best return on investment
Sydney Talks SydneyTalks is a free service listing interesting talks in Sydney. Our list is updated regularly to ensure you receive the most accurate information entered by the organisers, but we recommend that before attending you confirm details with them.
Whistleblowing Public interest whistleblowing (insiders speaking up about possible wrongdoing) is a vital part of modern integrity systems in all organisations, institutions and political systems. The Centre for Governance & Public Policy plays a lead role in whistleblowing research, policymaking and law reform around the world.
Whistleblowing in the Australian Public Sector: First Report Australian Research Council Linkage Project, Whistling While They Work: Enhancing the Theory and Practice of Internal Witness Management in Public Sector Organisations, Draft ReportEdited by A J Brown Socio-Legal Research Centre Griffith Law School, October 2007
Wake Up Celebrating Mindful Living and Leadership. We’re a community of 150,000+ people offering transformative events and experiences to connect you to your inner wisdom, celebrate what matters most and help you discover how to make the world a kinder place. Additionally, we have posted out more than 350,000 Kindness Cards for free, encouraging anonymous acts of kindness.
A COLLECTION of SOME INTERESTING THOUGHTS and IDEAS from bits and pieces I have accumulated and read:
There is no ‘formula’ – there are no guarantees that a project that looks great on paper will result in a financial success when it hits the screens. Film investment is a commercial proposition with the same checks and balances as for any other risk-prone investment. Know the market before spending a lot on the development or making of a film. Consider sustainability as opposed to only subsidy.
- Why is the track record of the producer and the distributor?
- What is the level of exposure of the investor relative to other financiers?
- How good is the deal offered to the investor?
A film investment has to be presented as a commercial proposition with the same checks and balances as for any other risky investment. The is also an unquantifiable emotional element, a leap-of-faith, especially for ideas that are different. Investors need to be calculating and conservative on one hand, but bold and innovative on the other.
Filmmakers need to be more proactive in finding ways to attract private investment. Think more about commercial prospects of their projects and what they have to offer investors. Selling a film investment to potential investors purely as a tax deal is not enough, the investment has to be commercially attractive and offer potential and realistic upside to the investor.
Recognise that it is the inspired and courageous decisions and planning that make daydreams pragmatically realisable, creating films with great atmosphere by having a relentless attention to detail, trusted expertise and talent, is the people and the planning that brings it all tougher. The assessment of creative assessment is integral to the production of better films.
TYPES OF FILM FINANCING
- Soft Money: Money provided by tax breaks that does not have to be repaid to the investor
- Subsidies: Money provided by government agencies, withe jin the form of loads, grants or equity.
- Equity: Money from real investors who, although they may be able to structure the investment tax effectively, still take a commercial risk in the success of the film.
- Distribution guarantees: Provided by a distributor as an advance agains the sales income from the rights in the film, which the distributor is entitles to sell.
COSTS TO COMMERCIALISE A FILM
- Development costs: Writing and developing the script, preparing budgets and production schedules and securing the director, cast and production financing.
- Production costs: Costs involved in making and delivering the film to the distributors. These are generally the biggest costs, although marketing budgets on Hollywood blockbusters can exceed production costs.
- Marketing (or prints and advertising) costs: Costs relating to distributing a film that is, getting it out into the marketplace.
Sir Edmund Hillary once said “people do not decide to become extraordinary. They decide to accomplish extradorinaiy things’.
Challenge rewires the brain to be motivated and happy, and a lack of it encourages the opposite. Something exciting and worthwhile about a little hardship and responsible risk taking, the inexplicably wholesome feeling of appreciation, accomplishment and motivation that you experience. A level of satisfaction, contentment and happiness. Comfort zones only exist so that we know where we must step beyond, when we want to feel alive. Learn how to recognise, acknowledge and accept things that cannot be fixed and to stay focused and remain positive afterwards. The importance of teamwork and friendship, careful risk management and decision making, as well as the realisation that revenge, retaliation, grudges and blame can only ever make the situation worse. Presence, profile, possibilities, power. Business is people and the need for trust between worker and manager, working for a winner, inspiring leadership, a great workplace and a noble purpose of rather work. An understanding for when to change a business model and not necessarily about strategy. Executives understanding wealth creation. Follow through and get things done and not being attached to process, meetings and policy groups. The importance of education and staff development. Some thoughts from the final chapter as I finished reading Bray, C., 2010. The 1000 hour day: two adventurers take on the world’s harshest island. Pier 9, Sydney.
A story about who you want to be, not what you want to be. Not only what I want to accomplish but why – story about my purpose so when I stumble and in a whole this will get me out – this story. My true calling, Dharma, purpose.
Is it an achievable goal? What are the benefits of failure? Is it driven by a fear of failure? Is there a desire for success? Is there a set of criteria from the world? Are we colluding with apathy? NO such thing as failure, is life pushing us in another direction?
There is an expired date for blaming parents. When the greatest fear is realised and having hit rock bottom this then became the solid foundation on which to rebuilt you life becoming secure in the ability to survive. Trouble does not last.
The stripping away of the inessential, stop pretending to be anything that what you really are. Not always clear in the beginning, not necessarily know my purpose right away. Real progress is authentic.
Life is beyond total control and having the humanity to know that. No matter how far you rise you will stumble. Learn from every mistake. Have an internal moral GPS. When you learn, teach. When you get, give. Set backs, disappointments, the only goal is the highest, most truthful expression of yourself. What makes you come alive, this is what the world needs.
Having the power to empathise with people who’s experiences we have never shared. Having a human empathy leading to collective action. We can learn and understand without experience. Extend yourself in kindness. Cannot demonise or vilify someone who does not agree with you.
Want to be understood and validated, was that ok, did you hear me, do you see me, did what I said mean anything to you.
Respect and be consulted when my interests are concerned.
Empathetic attitudes and communications skills help to get business done.
Not everyone has a secure job in a financially sound, mature organisation.
Inclusivity, not only focusing on financial objectives, by attuning to the needs of stakeholders, staff, investors, customers, suppliers and the community.
We should not have to work this hard to have effective representation in a democracy.
Is there a one universal set of values in a global economy, global protections or stateless with a lack of effective legal and regulatory framework?
Three types of motives: need for achievement, need for affiliation and need for power then consider achievement does not translate in all languages.
There needs to be political leadership for businesses to be successful.
You do not import an economy.
Fear of the unknown.
Conducting a negotiation with no preparation, no thought and no planning, maybe you will not make it.
Might have a business plan that is totally inconsistent with the ability to deliver. Select the right people, appraise them to determine how effective they are and reward and recognise people.
You cannot satisfy the customer in every way, the cost would be infinite. There is no substitute for doing some old-fashioned hard work in thinking about what you are doing: too many managers just want to hire consultants to do it. No advisor or commentator has the right to decide what is right for your business.
Effective leadership is about interpersonal skills, ability to communicate with people, the ability to get the best out of team and being able to make changes effectively and rapidly.
An awareness of working environments that include intimidation, harassment, heavy scrutiny of work, ostracism, unsafe or humiliating work and other workplace-based negative behaviour
Inclusion of staff who understand both languages and cultures of clients from different cultures in order to be successful in today’s global marketplace. Making cross-cultural flexibility of staff a key resource.
Take the time to get to know the other side, be respectful including being aware of status and face and remember the entertaining plays a crucial role in developing relationships.
Be aware that all cultures structure information and arguments in different ways ranging from forceful to more reserved thus avoiding misunderstandings and promoting good relations among staff and clients. Misunderstandings can be caused by differences at the deeper levels of values, roles and assumptions.
At least understand the background of the workforce, the language skills, their educational background, qualifications both here and in a broader sense.
Collaboratively develop and deliver goods or services. It is about business, not technology, research what is available, involve trading partners, how will it be integrated and then decide on a partner.
Is there a place for honesty, independence, fair pricing and genuine commitment and leaving behind consultants setting unrealistic expectations.
Reputation must be monitored and constantly assessed, particularly in the global economy, in which it is a competitive advantage. No one knows the dollar value on reputation. What is know is that it matters it all stakeholders.
Good managers are those who work to advance the interests of the whole group rather than themselves alone or a few talented individuals who they personally mentor.
Rate on financial performance, product quality, innovation, value and reliability, emotional appeal, vision and leadership, workplace environment and social responsibility.
Shared ways of solving problems. No such thing as objective truth, rather a series of ‘paradigm shifts’, describes those changes in science that change the way the world dis understood. Do you get the best out of people by dictating or encouraging?
There are benefits from different approaches to problem solving, helping people to move beyond negative perceptions and assisting in breaking down barriers that prevent understanding.
Extreme hours degrade health, family life and community involvement, heavy workloads are time pressures that expose employees to such conditions are now recognised as a form of bullying.
Is listening a sign of incompetence, are managers insensitive to the reality around them when people around them can see what is wrong and what to do about a problem are the troublemakers or dissenters being ridiculed and about to leave.
Keep communication and competition between departments open and honest, collaborative discourse. People tend to expect everyone to communicate the way they do, people communicate differently and experiences with cultural different people with different cultural patterns can lead to more successful communication with understanding and tolerance.
Two main goals in business relationships are extraction of economic value and the creation of long-term loyalty and achieving this takes time, talent and the commitment of resource.
A good business will always focus on clients rather than technology, which is used to enhance service to the client. Maintaining a current client’s goodwill for repeat business is seen as more cost effective than the unpredictable process of seeking a new client to replace a dissatisfied one. An over all strategy of seeking mutually advantageous outcomes and win-win solution.
Are deals characterised by competition, assertiveness, risk-taking and a direct approach to conflict rather or a trend to value long-lasting relations with solutions that promote the relationship and create opportunities for future partnership, setting a long term view where fluctuations can be tolerated. The challenge of operating in different cultures with strategies of inclusive, indirect approach, a shared history, a battle, preoccupation with the outcome, confrontational, cultivated, sensitive, convince the other side, consensus, persuasion, argument looking for core values of harmony and cooperation in accommodating each other’s approaches avoiding misjudgements of intention.
Questions that might be asked: Say a bit about your school, work, business or company? what was the initiative and who was it aimed at? What happened? What lesson or lessons did you learn? What advice would you give to other students. teachers, piers, work colleagues, managers or companies?
Globalisation is a process that can amplify problem say bringing parts of the world closer together. Size is not the determining factor when competing globally; skill is. An understanding of of customers in different markets, not the ability to mobilise capital or tangible assets, a strategy based on unique knowledge. What happens when the company becomes too big for its market and no plans for expansion. The removal of competition, merger restrictions and the international economic environment is becoming more hostile.
Corporate intelligence and security or is there a degree of naive and isolationism. Who are the competitors? Annual reports, press cuttings, corporate web sited, brochures and industry market research, talk to customers, bar talk, industry conferences and speeches often reveal business plans. Need to be able to analyse the information in order to make the critical decisions.
Agents do not buy or sell the product it represents and can be sole, exclusive or non-exclusive and may be paid a fixed fee or remuneration based on sales Distributors place orders, takes responsibility for it and for its resale. They can be a sole, exclusive or non-exclusive distributor and paid by adding a profit margin. The main terms of an agreement could involve how payments are made which may includes conditions such as the currency of the sale price, who pays, how, when and to whom, what credit terms, penalties for late payments, who is responsible for what duties, clearance, freight, storage, insurance and delivery. What is the identity of the contracting parties and consider things such as goodwill, intellectual property, place of sale and control of the brand name. Consider parties, background, terms of appointment, agent and distributor’s obligations, renewal of term, price, orders and lead times, inspection and acceptances, payment, passing of risk and title, effect of standard terms and conditions, warranties, product liability and insurance, intellectual property, advertising and promotion, non-competition, confidentiality, termination, force majeure, jurisdiction and general boilerplate clauses.
Small business are the heart of local communities. What is their sense of purpose, are they being driven by forced agendas, is there a local backlash against globalisation, do they create diversity, how does community confidence impact on them and do they create significant employment?
Organizational Citizenship Behaviour: Originally, Organ (1988) defined organizational citizenship behavior as any acts that are discretionary–and not explicitly or directedly recognized by the formal system of performance management-that tends to enhance the functioning and performance of the organization. More recently, however, Organ (1997) refined this definition, conceptualizing organizational citizenship behavior as any form of performance that supports the social or psychological environment in which the work tasks are embedded-a definition that more closely corresponds to contextual performance, as defined by Borman and Motowidlo (1993, 1997).
International best practice including: sustainable success is linked to pursuing long-term goals consistent with core purpose and values, the importance of gaining and maintaining a nominal ‘licence to operate’ which is granted by stakeholder groups, knowledge is the new centre of gravity and the key to harness its potential, managing and measuring stockholder relationships is the key to sustainable success.
Reasons for leaving a job could be people are not talking with each other, no clear goals or direction, communication are bad, no team work, work was not fun, no positive or negative feedback, no motivation resulting in poor productivity. What to look for in a new job may be open communication, constructive feedback, goals and the ability to verify them, rewards for success, orotundities to speak out and work is fun. When successfully turning around companies that are in difficulty, dismantle the hierarchy and give much more responsibility to the people in their areas of operation.
A co-operative workplace: If you tell me, I will forget; if you show me, I may remember; if you involve me, I will understand. Successful growth involves excellent managers, leaders, technical knowledge, strategic goals, values, open communication, understand roles and continuous review of performance to add value to any organisation’s performance. The challenge of moving from a hierarchical, controlled working environment to one based on uncertainty and unpredictability has the challenge to create intellectual capital and derive economic and social value from it. The relationship between enterprise strategy and industry structure through learning, negotiation and adaption can lead to improved through unpredictable environments.
Individuals in an organisation interactions and combinations can produce varying results, shaping heir culture, learning the sensitivity to know when and how to play with respect to others. The organisation is a reflection of its internal relationships. We start out being independent and they challenge is to move on to interdependence, in which the spirit of sharing and the dynamics of a high-trust environment, mentoring and coaching are all tools to this end, coming from trust, respect, commitment and encouragement. People make up organisations, interpersonal relationships and team efforts. The relationship between different people determines whether the result is a discordant mess or a thing of beauty. The whole is greater than the sum of the parts, a seamless integration and it is the role of the manager to understand the variables and bringing it all together. Organisations, the people that make up the organisation, need a car vision dn understanding of what has to be achieved.
Our self image is the way we see and hear, our ideas, attitudes and how we feel and respond to others. It is our physical, emotional, social and intellectual perception of ourselves that has influenced us and given us the skills and knowledge we have in our society. We develop roles in our families, school, peer groups, friends, sports team, workplace, professional associations that make up our culture and social environment. Our appearance, skills, abilities, needs, interests, activities, ideas, likes, dislikes, how others see us, attitudes and beliefs influence the self-image that we present to others.
The Johari Window to develop relationships that are satisfying and beneficial by Questioning Yourself, Listening to Feedback from Others, Ask Others About Yourself and Increase Your Open Self.
Diversity can involve learning about your own cultural biases, getting over the fear of making mistakes, understand the importance of relationships and having a higher level of awareness and social responsibility to build better businesses and stronger communication. Are you being tolerated, are you the one doing the tolerating, it it is more comfortable and not inclusive, as you can be tolerated at a distance and is a form of ostracism. We tend to make a sense of the work by crating categories from personal experiences, the use of assumptions and generalisations and other sources such as the media which can be based on ignorance and fear. Be aware of the assumptions and question them. Assimilation leaves the other person needing to do the hard work of changing, what about mutual adaptation.
Worker commitment in a climate of change, the effects of technology, globalisation, business consolidation, market fragmentation and a mobile and educated workforce. Compensation, changing management, training and development, organisational culture, leadership and direction, work/life balance, productivity, pride and retention of people is part of a workplace environment. The hierarchy of motivation is survival, safety, social, esteem, self-actualisation and for companies safety is both physical and psychological, rewards are part of compensation and benefits, affiliation with a sense of belonging to the team conveying a sense of mission, growth for a sense of achievement and positive organisational growth and work/life harmony. The use of best-practice to foster commitment and retention attending to employees basic needs first, evaluate policies and practices looking at how they meet or exceed expectations and promote development leadership that will motivate workers.
If you give people involvement and empower them, if you give them some sort of control over their work, they will be more satisfied and committed. As a result of that, organisations will perform better. People who report high levels of control also report high levels of satisfaction, commitment and more positive views of management. More control over our lives, giving a greater sense of balance between working and social lives.
Customer relationship management is not an expensive computer package or a substitute for incompetent management. It is not only saying customer service is important, your actions need to match. Is the customer’s experience of service directly proportional to the attitude of the person providing the service. Taking into account business objectives, corporate culture and skill level while focusing and caring so that customers are left feeling emotionally satisfied. The goal is to improve customer satisfaction levels by first improving internal customer relations. constant quality, on time delivery, a fair price and lead by example. Only ever as good as your last job. Put the customer first, offer good service an duo whatever they can to make the experience of using their product pleasurable and convenient.
A focus on customer value and loyalty. The potential of staff, their creativity and innovation in their ability to respond to the customers. Understanding people and working in teams Together, Everyone, Achieves More.
Customers, more is better, wealthy is more profitable, no necessarily so. We are creatures of habit, businesses can make it difficult and expensive to change. The big client can be slow to pay, choose the right customer carefully and consider relying on informal social contracts rather than explicit legal contracts. What is customer selection criterion, credit check, slow payments choosing for social stability and profitability.
When we feel that the other person is wrong, they are only wrong according to how we see things and they are not necessarily wrong from the town perspectives. Different people see things differently, what is their perspective and reach an agreement rather than accentuating differences. Mistakes must be made if people are to learn, not to be hunted down, sacked, criticised and punished as change is constant and knowledge is a key leading to inevitably requiring rapid and voluminous learning. Our judgments come from experience and experience comes from bad judgment, learning though trial and error. Practice is the art of making mistakes, learning from them and progressing. Is it an attitude or skill mistake, allow people to have a go, to grow, to develop and to be able to make a contribution to the future.
How do we sort information into knowledge, are we automatically grade the information we receive by superficial assumption. We make judgements based on mainstream information, caring, coincidence, accuracy, higher authority, brevity, clarity, expertise does not mean expertise in communication about that subject, generalising from the particular, paradox being both true and false.
People, not technology are behind innovations with flexible, productive and focused workplace relationships that have a focus on customers, supply, leadership, resources and systems for innovation in an environment of continuing improvements of positive change. It is not a haphazard process, it is a cultural issue, innovative work cultures that take calculated risks. Understanding what drives people when communicating with them. Innovation is about people and creativity, motivating staff, seeking staff input, vision thinking, selecting the ‘right’ staff while supporting and maintain them in a multi-skilling, multi-tasking and efficient team environment. Look at examining staff needs, matching applicants with job specifications, successful interviewing and introduction and effective supervision. People have a need for achievement, affiliation and power and this influences their communications. This would include allowing people to take responsibility giving plenty of feedback, taking care to ask about families, interests and how they feel, and allow them to feel in charge recognising their need to be treated as powerful and informant.
Employers are increasingly conscious of the need to retain talent and experience, replacement is costly. Some employers seek ways to bond employees to their jobs and provide an environment that has support systems for their personal lives such as shopping services, pre-cooked evening meals, flexible hours, working from home, job sharing, stagger starting and finishing times. Australian workplace agreements, policies and procedures are required to recognise minimum standards, businesses arrive at arrangements that are cost neutral to them.
Managers need to be able to make sense of warnings, to get beyond questioning the authority of someone sounding a warning; not dismissing them as unacceptable. Some managers lack the necessary openness and they deal poorly with the implied challenge to their authority. Risk management based on correlations, trends or other conventional wish management factors are useless for forecasting new and unique risks. If we know what to look for we could take notice when we get a warning. A flash of insight and may not have ever done anything remarkable, may not be unusually bright or gifted and are the first to see something going wrong. They are working in organisations, agencies and companies, most often in the operations. We are not necessarily good at seeing predictive warnings, they are odd things with often only one person sounding the warning, they will have to explain and we need to understand it. We need to listen.
Management needs the ability to handle, control and organise with authority and skill. Being responsible for the sense of purpose for those on the journey. The purpose of our work team is? The purpose of our organisation is? Be specific and achieve clarity. The state holders – board of directors, shareholders, senior management, customers, staff, families of staff, suppliers, distributors, government, banks, tax department, industry bodies, environmental protection agencies and so on.
‘And whoever of you will be the chiefest, shall be servant of all’ Mark 10:44
Who ever wrote one draft of a book, or filmed one take of a scene, or wrote one line of perfect code? Socrates: ‘ In knowing the you know nothing, that makes you the smartest of all.’ Never underestimate the power of the conversations in developing create solutions, somewhere to bounce ideas around, test opposing views and mesh concepts. Explore what is possible and not be stuck with what is known, go to the other side of an idea, looking at it from another angle. Creativity involving a knowledge of tradition and an ability to depart from what has been done before. Access to knowledge, adding value to knowledge, modelling knowledge and knowledge discovery.
The Help Desk: What do you think is the problem? Not being listened to. Repeatedly explaining the problem while being passed like a parcel. They argue back, ‘you are wrong’, ‘you are lying’, ‘your alleged experiences’. Hang up saying it is the ‘other’ companies problem. Hang up because the supervisor has been asked for, I’ll just transfer you. Service organisations tackling customer satisfaction where satisfied and empowered employees are a crucial component in creating quality for customers. What is the criteria for teamwork, individual performances and personal behaviour. The search for efficiency verses servicing the customer.
In order to develop relationships we need to be aware of the needs people have, how do we apply this to a typical worker and the Maslow Hierarchy of Needs provides a useful guide to help understand the things that are important to others.
What matters is what we do and how we do it, it is always about working with people to get things done. Leaders set a direction, make it easy for others to follow and encourage them when they do so. It is about setting direction, easing the way, inviting and encouraging people to do things. Consider style, timing and context considering cultural context which is national, organisational and individual while involving people, asking what they think, seeking their views and they will see it differently because of their involvement. Need to care about what you do, support your followers, be consistent, stick to your principles and think of others. Create an emotional link, close communication and contact with your team.
There is no try, only do or do not’ Yoda to Luke Skywalker in Star Wars
Principles of working with other people:
- Definiteness of Purpose, clear about what we are wanting to achieve, purpose of endeavours, where we are heading, what are we doing and achieving giving a sense of direction. How strong is it.
- Burning Desire to Succeed, determination, passion, what is important. How strong is it, is it in the heart.
- Clear Plans of Action, knowing what we are going to do. Flexible, adaptive and whatever it takes. How clear are they?
- Persistence, stand firm throughout. Thomas Edison and his team made 10,000 light bulbs that failed. How strong is it?
- Physical wellbeing, exercise, diet
- Mental wellbeing alert, clear thinking, concentration
- Emotional healthy, feeling joy, sadness, elation, despair, fear, anger, compassion, love and empathy
- Spirituality, integrity, honesty, ethics, trust, moral,s responsibility, accountability
- Life journey experience
Brands, invented words or words that have nothing to do with the product to help protect other businesses getting a free ride. They need to stand out from competitors and be able to stop competitors from using brands that are confusingly or deceptively similar. Look at intellectual property, trademarks, copyright, patents, trade secrets, registered designs, business name, company name, trading name, domain name. Deregulation and globalisation has transformed the industrial landscape with falling costs and increasing reach of technology. Understanding and managing attention, marketing which is moving away from selling products and is now building brands, innovation. Reputation and customer service is becoming more valuable, emotional economy, a household name, mass customisation. A distinguishing and unique function, customer intimacy wanting control of the customer’s mind and the mix of marketing and customer satisfaction. The need to understand and appeal to customers. There more successful you are the harder it is to change your business.
Thought patterns from a life in organisations derived from the industrial age are fast running out of steam, proving unsustainable, creating a world not worth living in and things are shifting. The philosophical shift from an old story that the world existed as mere resources to serve human progress, to learning from nature with sustainable solutions, mimicking nature’s designs and processes. This is representing a fundamentally rethinking of the basis of products and services around the principles of sustainability that are more efficient and effective. The world wastes nothing, improving resource productivity with energy efficiency which are environmentally responsible.
Implicating company uniforms and grooming policies to improve corporate identity so as to present a professional image, improve corporate morale and to involve staff in the decision-making process about what it will be, giving staff ownership and addressing issues such as who is paying for it, will they be the same, are there any safety issues and who will wear it. Consulting staff, involved them in every step leads to committed employees being proud and professional as part of their work ethic .
Efficient processes can start to dominate the workforce and limit the development and use of new ideas leading to rigidity and inflexibility. The play between process efficiency and brand strength and knowledge. There is no escaping the fact that most work is routine, efficient repetition, revenue creation, repeated financial discipline and repeated innovation. New forms of knowledge are not known and cannot be controlled.
Industry and economic environments change, have a clear vision or purpose for the future giving an understanding for the need for change, seeing it as a human community. Management demonstrating the companies behaviour such as respect for people and working together. Communicate strategies for direction and leadership gaining respect and trust, creating an environment for open and honest communication. Diversity and conflict to improve operational performance, that has leadership and coaching so it can be managed and integrated, relationship building. Create new paradigms, value the differences between behaviour with a common purpose and a value-based structure. If you are going to get on then you need to know what is important. Know what resources are needed and avoid conflicting stories. As frustration grows so does disruptive behaviour and reduced morale. Waiting is sometimes a better strategy than action. Need to know what you are doing and why, and what is expected. Make the tough decisions, communicate the reasons, enact change, monitor and amend where necessary. The manages need to be in a position to support the consequences, lead not only act to ensure the co-opeartion and support of staff. Collaborative processes increase levels of involvement and ownership, build teams, increase confidence resulting in accepting more responsibility and accountability. Manage from the bottom-up and top-down, leadership from the top-down.
The flow of processes in a business, from the identification of customer needs to the satisfaction of those needs, the information network between people. Knowledge management techniques, making tiger best-practice informally developed in one part of a company more widely available insuring against the loss of critical knowledge through staff turnover. The confusion between information, organised data and knowledge which requires a knower, with the acquisition of knowledge being dependent on culture and motivation. Management culture can prevent the upward flow of worker feedback. Empowering workers without being prepared for responsibility, they are uncomfortable with the new role and their managers eventually take ack the authority, making the process a failure. The real failure lies in not making the organisational change required to implement it. Over-controlled companies choke workers, whereas under-controlled companies break into small groups pulling in different directions. The true value of people with their social networks and knowledge. People not technology drive innovation, based on flexible, productive and focused workplace relationships. Leadership must come from the top. Innovative businesses create an environment unleashing the talent of their employees integrating seamlessly into the organisational culture.
Knowledge about the commercial efficacy of technical change will be necessary to develope an acute knowledge of the process of turning innovation into commercial reality. To develop an acute knowledge of the process of turning innovation into commercial reality and a knowledge of how systems operate including the process of converting development into products. An understanding of how change affects the whole system. The ability to know why type of solutions is appropriate, when to use withe slow-teck or high-tech solutions with an understanding of ethics and public perceptions in a global economy.
Artists push boundaries because they can, but change for change’s sake is not good business practice. Creativity and innovation in a business environment are about finding new ways of performing tasks or discovering new product to create revenue.
Economy is more graphically spread and more connected with a changing relationship between the economy of speed and the economy of scale producing shorter life cycles. Having a knowledge of people, understanding people and being observant together with being assertive. With this knowing how to be efficient in action and thought while knowing what it is you do not know.
Are our minds in combat with the unexpected creating negative connotations, life is an adventure with challenges providing our minds with new experiences. The unexpected always happens, we do not always know the outcome and plan the best we can. Believe in yourself and trust in others to deal with the unexpected and the courage to make decisions when the outcome is unknown, are critical.
Is the emerging world order socially beneficial with a business sector having a role in an equitable society. Corporate socially responsible activities are not only for a commercial advantage also for sustainability and social health and being environmentally and socially accountable. Corporate social responsibility being involved in resolving social issues and developing a relationship between business and the society that they depend on.
ABRAHAM MASLOW’S HIERARCHY OF NEEDS
Starts with basic needs like food and water and move up through increasingly higher-levels needs like safety, belongingness, esteem and self-fulfilment. Until each need on the hierarchy was met, people would not move onto the next level. Ones a lower level need is met, it ceases to be a motivator.
Maslow’s hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper “A Theory of Human Motivation” in Psychological Review. Maslow subsequently extended the idea to include his observations of humans’ innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms “physiological”, “safety”, “belonging” and “love”, “esteem”, “self-actualization”, and “self-transcendence” to describe the pattern that human motivations generally move through. The goal of Maslow’s Theory is to attain the sixth level of stage: self transcendent needs.
HUMANITY in BUSINESS Creating a Leadership, Revolution that Supports, Authentic Leaders to Create, An Engaged and Purposeful Business
How do we process infmornation and make decisions
- how we see the world
- what we hear
- touch and how we feel about the world
Culturally diverse teams may need time and support to overcome misunderstandings caused by different styles of communication. Successfully managed diverse teams can bring economic benefits, where tasks are complex and open-ended a range of different solutions to problems maybe required.
Companies sustainability strategies relates to energy use, water consumption, pollution control, workplace health and safety, ethics and anti-corporate activism. Leadership decisions need to take into account the whole context of power and politics, management takes place in context, not only legalism and economic rationalism, also including ethnicity with racial and religious diversity. In the end it comes back to the performance of the business, thus leaving things the way they are. Where is the accountability in the drive for maximum efficiency, typically measured according to financial metrics such as return on capital employed, or return on equity and considered separate from political debates. The perpetual demand to improve productivity and competitiveness.
Possible realities of the new workplace where people maybe responsible for their own future, blurring divisions between labor and capital, clear divisions between bosses and workers or workers owning the means of production, shareholder activism, socially engineering management by mandating quotas. Is it an obstacle to be overcome or an opportunity to be exploited? The benefits of diversity for business performance and an understanding of the overall context. Politics is not external, it can be integral to proper understanding of the commercial and cultural environment, informed decisions. Political influence on the workplace will be changing continually and can be misplaced.
Communal and co-opeartive environments where the work and rewards are shared and the ethos of communal giving has been retained as opposed to societies that are self-interested members functioning as islands of individuals. The sharing and equality of purpose, the giving of oneself with its motivation not being self-salvation by acknowledging the importance of causes and being part of the economic, socio-cultural and political context of the society that it serves.
Are companies rewarding people with promotion because of their technical skills rather than their ability to manage people, are they good people managers? Isolation is one of the biggest cripplers of people working on their own. Sometimes people need someone to challenge them, help them work through the obstacles they perceive as being in their way, to believe in them more than they believe in themselves, listen only to them, has their best interests at heart and ensures they remain accountable to their goals. People who have a deep understanding of people and behavioural change, expertise in adult learning, understanding boundaries, presents well, emanates credibility and quickly able to create a rapport. An ability to be confident and clear about values and ethics, discretion, sensitivity to competing interests and a good understanding of business with the capacity to think strategically or tune into the day to day business. Marketability of skills, where they need to develop and career navigation processes. Leadership skills for more effective leadership, stronger direction and communication in doing they job more effectively while being better able to lead and coach their staff. Know the difference between coaching and counselling, identify and address skill gaps, provide guidance and encouragement needed to improve performance as a coach instead of as the boss, to build trust and respect and increased people’s productivity, commitment and initiative. Build leadership skills to be the coach of a team, to have strong basic human relations, communication and people skills, good organisers and be seen as role models by their peers. The need for extensive experience in their area of expertise, be able to establish a strong rapport, have strong ethics, understand confidentiality and is also a less structured means of learning. Create an environment in which learning is valued and encouraged by recognising workplace activities and events a s potential sources of learnt, encouraging staff to reflect on both positive and negative job experiences and identify learning goals that can be achieved through everyday activities.
Monitor trading partners, get to know and understand them, understand some of the signs of financial distress, insolvency, mergers and corporate collapses. Consider dishonoured cheques, broken promises, lame excuses, false assurances, frequently straying outside the trading terms to which both parties have agreed, request to pay in instalments, adverse credit check. Does the board have a good spread of skills, go about its business with an acceptable degree of formality, emphasise prestigious projects rather than profitable ones, are priorities dictated by sectional interests or do they reflect what is good for the business as a whole, are finances mingled to sup0port what is not producing income, confusion about turnover, profit and cashflow, rely too much on historical relationships, remuneration for top executives excessive, obsessive commitment for growth with little regard fro profitability and core competencies, emergence of new competitors, changing market, increased exposure to environmental and other government regulation, excessive reliance on one or two suppliers or customers, failure to distinguish in accounts between profit contributions by different operations divisions. Terms of trade may include a ‘retention of title’ clause, unpaid stock can be returned or payed for.
The goal of managing reward systems is to achieve maximum results with the remuneration resources available. There is the blurring of blue and white-collar workers and moving towards multi-skilling and teamwork with an emphasis on creative thinking, productivity, loyalty, responsibility and problem solving making it more difficult to assign a given rate. Needing to consider the quality and amount of work done, employee’s age, length of service, risk-taking to attract and retain the best people. For the employee reward can include job satisfaction, satisfactory working conditions, development opportunities, flexible hours and a sense of community. A motivated person generally takes initiatives in ensuring timely completion while discovering better way of doing things, self-disciplined and the ability to do a task regardless of advantageous or adverse circumstances, including overcoming lethargy, tiredness, illness and disappointment. Take into account the organisation’s strategy, profitability, conditions of the labor market, government regulations and broader economic trends. Rewards can include salaries, commissions, health care, staff discounts, performance bonuses, vehicle allowances, insurance plans, pensions plans, share options, educations grants, paid holidays, housing and air travel. Rewards taking into account small improvements and combined improved performance of many individuals having a far greater effect on results than jus the efforts of the exceptional few. Involvement breeds loyalty.
Globalisation, multinational companies with an interest on local preferences. Establish a workable global structure considering the integration of all functions, hire globally considering a manager with an aptitude for innovation, willingness to take risks, ability to communicate ideas and turn them into action, over come complexities such as local bureaucracies, command of several languages and knowledge of several cultures. The need to consider schooling of children, employment opportunities for spouses, effects of cultural differences and language barriers and to love cultural differences, training for cross-cultural competency, avoid parochialism and market arrogance. Wage slave, contractor, consultant or part-time less on ‘owned’ employees and more on building diverse talented networks, creating a virtual workforce. Managing remote workers, regular and open communication, isolation, the company culture and the pace of this virtual work environment requiring ambitious, flexible, ethical and self-motivated people that do not need to be micro-managed. There may be may many internal organisations or groups, such as technology, finance, operations and business groups and each with a stake. Project manager, leader or manager or are they the same and will cultural and communication differences between companies further complicate things. There has not been successful wealth distribution, globalisation is based on materialism, market materialism, it is not apolitical an does not have an implied value system.
Power Rules Versus Laws of Power Robert Greene’s “The 48 Laws of Power” (Viking Press, 1998) also draws on Machiavelli’s ruthlessness. Greene’s book includes, for instance, laws that teach you how to manipulate people (“Law 12: Use Selective Honesty and Generosity to Disarm your Victim”) and how to be merciless (“Law 15: Crush Your Enemy Totally”). By mastering the laws however, one can use them for good. For instance, one can learn to avoid manipulation (“Law 12”) and to be merciful (“Law 15”).
When making acquisitions be clear about strategic intent; assess the top management team; determine the approach to integration; involve the right tea; create an integration plan around where the benefits will be realised; resolve cultural issues; and develop a communications plan.
An understanding of how change and risk occur, essential planning and organising, the use of caution and boldness and the taming of excess and over-capacity required hard decisions.
If an employee has a problem the company has a problem. Management by objectives, have a set of measurable objective, do not record the hours just how well the objectives are met. Corporate objectives involve the whole company in the process, share the draft major objectives, review and feedback. Team-based companies, mutually dependent, individual and team incentives, fair and consistent, clear and agreed objectives, goal setting, track adjustments, both a good job and ability to resolve perceived environmental problems, less discussion, people taking ownership of tasks, minimal reviews, open discourse without flattening people, identifying obstacles or root causes and working to resolve them with action items and follow through.
Managing Conflict – Thomas Kilmann Conflict Mode Instrument
Kenneth Thomas and Ralph Kilmann based their conflict style inventory on the managerial grid developed by Blake and Mouton. They arranged five conflict resolution approaches on scales of two individual characteristics: assertiveness and cooperativeness.
- Competing is assertive and uncooperative—an individual pursues his own concerns at the other person’s expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position—your ability to argue, your rank, or economic sanctions. Competing means “standing up for your rights,” defending a position which you believe is correct, or simply trying to win.
- Accommodating is unassertive and cooperative—the complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view.
- Avoiding is unassertive and uncooperative—the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation.
- Collaborating is both assertive and cooperative—the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights or trying to find a creative solution to an interpersonal problem.
- Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.
Seven areas of business performance that contribute to competitive advantage are time management systems, quality and service delivery, information exchange, strategy and vision, process orientation and flow, employee management including incentive programs, overview and control. An important aspect of planning is the support and education of employees. The ability of an organisation to adapt to change is influenced by the success of quality improvement techniques, the influences on the organisation and the commitment by management and staff while taking into consideration the intensity among the different variables, employee motivation, top management involvement, level of complexity among the different variables, commitment of top managers to the process of change and the level of resistance to change.
What Kind of Follower Are You?
- what constitutes an appropriate way of opening and closing a meeting
- will the senior person act as chair or is this determined in another way
- is there an agenda and will it be followed in the order set down
- is punctuality important
- are decisions to be made or is it for an airing of views
- how are turns to speak organised
- what is it suitable and allowable to say
- what constitutes a persuasive argument in this setting
- differences in intonation
Paradigms of Management
- organisational learning v organisational discipline
- virtuous circles v vicious circles
- flexible organisations v inflexible organisations
- management leaders v management administrators
- open communication v distorted communication
- markets v hierarchies
- product development driven by core competencies v product development driven by strategic business units
- strategic learning capacities are widespread v strategic learning occurs at the apex of the organisation
- assumption that most employees are trustworthy v assumption that most employees are untrustworthy
- most employees are empowered v most employees are disempowered
- local knowledge of all employees is critical to success and creativity creates its own prerogative v local knowledge of all employees must be disciplined by managerial prerogative
Underperformance: if performed satisfactorily in the past there may be some personal difficulty, never performed to expectations then consider training or is it the employment screening process, did not understand what was expected, have managers superimpose their own requirements and expectations that have not been explained adequately. Has it been made clear what is expected? Have the resources and time to achieve expectations been provided? Were reasonable expectations set? Has management conduct been misleading? Have conflicting messages been given to create confusion?
Some Do’s to consider:
- be patient
- be humble
- be accountable
- be strong
- be specific
- be totally open
- use ‘I’ statements
Some Do not’s to consider:
- push too hard
- come across as a know-it-all
- be judgemental
- take the bait if provoked
- be mysterious
- hide anything
- use people as bad examples
Conducting the Negotiation
- set the climate
- determine structure
- use non-defensive communication
- use silence
- watch the non-verbals
- check assumptions
- close the transaction
- get it in writing
- Organisational vision with clear statements of intent, motivations, integration into culture/organisation
- Auditing and assessment of needs with the examination of organisational systems and procedures, monitoring workforce composition
- Top management support that is active, visible and has allocated resources
- Planning and objectives that are relevant to the business with a coherent programme of action relating to diversity initiative implementation
- Clear communication with an awareness of policy, issues, openness, availability of information and training
- Clear accountability of individuals, organisational systems and procedures
- Coordination of activity with a clarity of roles, responsibilities within and between departments
- Evaluation that can judge the success of the diversity program
Benefits of Effective Management of Culturally Diverse Staff
- Business strategy has greater productivity and a competitive edge
- Access to talent making it easier to recruit, promote and reduce costs associated with turnover and absenteeism
- Flexibility is enhanced
- Teams promote creativity, innovation, improved problem-solving and better decision-making
- Clients have improved services, increased sales to members of minority cultural groups and better public image
- Quality is improved
- Work relations with improving moral, job satisfaction and working environments
East versus West Expectations – different expectations
- based on values of independence and non-imposition v based on values of in-group interdependence, mutual advantage, favours and obligations, assistance and protection
- limited and defined by law and contract v not bound by law or contract, fluid and responsive
- time and attention regulated v time and attention not calculated
- a line between self and others v a circle drawn around we
Spend time building relationships rather than the ‘down to business’ attitude. Long lasting bonds that incur obligations and responsibilities that are entered into with due care. Maintaining face, race to the contract or relationship that are responsive to situations. Meeting obligations. Values are reflected in a behavioural choice and moral qualities associated with that behaviour and avoiding an ethnocentric position which defines one’s own values as superior. Good moral character, consideration for others, interpersonal sensitivity, empathy, social acceptance, dignity and consideration as opposed to mendacity, irresponsibility and low family values.
Points to Consider
- stating opinions directly before sounding out others’ potential reactiosn
- being too task-centred
- agenda-driven meetings
- schedules and timetables
- over-riding cues and hints meant to indicate negative reactions
- not giving enough time to building relationships
- not seeking consensus especially before major meetings
- interrupting and not pausing after someone’s turn
- using overly-animated facial expressions and gestures
‘I am not discouraged, because every wrong attempt discarded is another step forward’ Thomas A Edison
- success if a function of good judgement
- good judgement is a function of experience
- experience is a function of poor judgement and making mistakes
- mistakes come from taking actions, getting feedback and learning
If you do what you have always done, you will get what you have always go.
‘the task of a leader is to get his people from where they are to where they have not been’ Henry Kissinger
To be a leader, people have to choose to follow you because of the qualities you project.
Leadership is not easily defined. Is it politics? Is it an art? Are there specific tools? Is it in the eye of the beholder, perceptions? What do we want from leaders? Do they need to excel in a rapidly changing and complex society? Is it more or less involvement? Can it be learnt in a book or practical life skills and experiences or both? Is it lessons learnt?
Gain an understanding of the general operating environment. Listen, ask a lot of questions, find out what is going on, ask people about their current vision, calibrate the current level of team passion, team culture. Know what you have inherited, how has this been managed before.
Absorb surrounding, analyse actions and apply innovations. They need to be able to operate across all elements, not just financial management, also aspects to do with customers, business processes, innovation and people management. Leaders need to be role models for good communication as well as being honest and frank with staff rather than playing games, having hidden agendas or getting-around-the-bush and playing the organisational politics and also have high standards of personal and professional ethics.
Learning to manage people is the skill that is most difficult, the need to understand why it is necessary and why it is good, much more questioning and challenging. The need to take a positive approach to problems in the good times as well as the tough times and being a good team player with the need to follow up to see how successful the decisions are. Respond effectively to challenges is far easier when equipped with a clear sense of what is being achieved overall while maintaining a confidence in abilities. Breaking down pre-conceived ideas takes time, patience and a lot of tact and diplomacy. Meet as many people as possible, know who to approach or call, be approachable, help each other with issues and challenges, assist with ideas on how to approach various situations while assisting individual team members to achieve their personal goals. Think about you act and handle situations taking a team of people that understand when chaining strategies, trust the decisions and can be trusted and are there for each other. Pushing forward when being stalled or under pressure, eliminate red tape so people can contribute and add value, get trusted advice, honesty and make final decisions without being influenced by emotions and personal agendas. There is always more than one solution, do not get too close, stay objective, it is about learning from mistakes, earning respect and there is no one formula.
Does each person in the team understand what is expected of them. Are the properly enrolled in the game?
- clear contribution contract
- criteria by which they will be judged
- performance standards
- clear understanding of work to be done
- supported empowered to achieve results
- supported culture and systems for empowerment to achieve results
- are they able to do the job, have the ability and skills
- providing the tools
- do they want to do the job, motivated
- have they been given the chance to do the job with support systems and culture
- what is motivating them, enthusiasm
- describe the vision, clearly defining, something to move towards
- explain the plans, do-create a team vision and comprehensive set of actions
- set budget targets
- personal and joint ownership of plans
10 Tips to Becoming a Good Leader
- always remember leadership is a service
- actions speak louder than words
- leadership is a responsibility
- listen to others’ needs and concerns
- be approachable
- have confidence in yourself and others
- be committed to the cause
- lead by example
- encourage, inspire and motivate others
- display integrity and humility
Self-Leadership is where you learn through theory, by doing and by sharing or blending learning. Set up an action plan for continuous improvement, identify where you stand, you competencies, core values, challenges, ambitions and how you can evolve. Use coaching to get to know and understand yourself better, harness you skills that correspond to your values and strengths while facilitating significant personal development.
25 Ways to Stop feeling Overworked and Overwhelmed – Leadership Nouveau
- begin each day by doing your most difficult task first, set a timer for 30 min to begin with.
- be proactive and get organised, clear at the end of the day and list 3 most important things for tomorrow
- manage you energy, give off positive energy and focus on building and growing something new
- take one day at a time, yesterday and tomorrow and life gets overwhelmingly complicated
- tame perfectionism, let go it is an illusions
- get over feeling like everything is so important, go with your own flow
- remind yourself that you are good enough, keep a success journal, success in your mind
- be mindful while you work, distractions to float out of your awareness like a passing cloud, productive not busy
- shift your perspective, mix things up, change your view
- breathe, to connect with your centre and present moment
- make time for quiet, maybe do something differently or change instead of distraction and busyness
- make a thought list, write down thoughts, need to do, want to do, ideas, distracting thoughts and go back later
- share a load, delegate and allow others to feel needed
- see suffering as a choice, overwhelming is an addiction and an illusion, an irrational way of living
- flip your self-tank from negative to positive, manage self-talk and feelings will change
- be grateful for what you have now, wanting is the future
- do not judge yourself, own your strengths
- let go of the need to feel important, it is a trap
- make self-care a priority, tell the world you are one-of-a-kind
- commit to a healthy lifestyle, exercise, choose real food, sleep, eat regularly
- do what brings you joy, stop the overwork and overwhelm
- make Sunday a fun-day, refill the bucket
- be generous, give to those who cannot pay you back someone who can never repay you
- make time to connect with others face to face, with people that matter
- spend more time with the right people, also embrace and embody who you want to be, unconditionally
- afterthoughts, identify what is important to you, eliminate as much as you possibly can of everything else
The real reason workers quit their jobs
Why do people quit? Wharton’s Adam Grant and members of Facebook’s HR team recently conducted an analysis of workers who remained at the social networking giant and those who left. They discovered that those who stayed were far more likely to enjoy their work, feel like their jobs utilized their strengths, and believe they were building skills that would help them later in their careers. The team found that when managers can tailor a job to a given worker’s passions, talents, and work-life priorities — rather than force a staffer into a preconceived role — they end up with more satisfied, more committed employees.
STYLES of LEADERSHIP
AUTOCRATIC do not listen, make decisions and if the rabble do not like it, tough. Not proactive, look after themselves, like the power and it is satisfying not needing to justify themselves to anyone. The group runs of fear, buck-passing so no one gets lined up and shot. When the autocrat is bump´d off there is dancing in the streets.
LAISSEZ-FAAIRE are wishy-washy weaklings, busy leasing everyone to look the nice guy. There is a power vacuum, lots of self-appointed heirs jostle for power and run on anger and insidious contempt for the weakness of the leader.
DEMOCRATIC the leader is respected and respectable, has dignity and not besotted with power. They are approachable and human, authority is earned and given to a leader of people. Some, but not necessarily all, decisions are made by consensus. Flexibility within the system, do not have fragile egos and rulers can bent according to common sense and humanity. Communication is such that people know where they stand, what is expected of them and what they can get in return.
POWER of VISION everyone interprets words differently. When everyone is involved ownership and enthusiasm increases. Vision with Action, a real sense of making a difference. Creating a vision encourages innovation, creativity and diversity of thinking where people can work together to achieve the dream. A positive tension management style improved motivation and team work, co-creating a powerful vision. What people will gravitate to a powerful vision rather than job or positive description?
‘Force is all conquering, bit its victories are short lived’ AbrahamLincoln
As a leader, working with others will help you achieve your goals. The relationships you build and nurture can literally make you, or break you.
Building relationships takes more than sharing pleasantries; firstly, you need to know yourself. As easy as it sounds it can be a challenging task to be honest about your strengths and weaknesses. I have tools to help you with this in Leadership Tip #1.
Just as you understand yourself, you also need to understand those you want to lead, and your relationship with them. If knowing yourself is a foundation, then knowing others helps to build the walls.
PEOPLE and PERSONALITIES – our self image is reflected in our communication with others showing how we see and value ourselves. The need to build productive relationships, develop self-awareness, understanding and a flexible attitude to the needs and desires of others.
People react differently to the same external environment. How am I going to act in the world – active, cautious, reserved, people oriented or more task oriented.
Behaviours are influenced by three major areas. Thoughts and feelings, power of values and beliefs and how they influence our thoughts and feelings and thus motivate our behaviour. People are driven by different needs and will do anything to get their fundamental needs met
DOMINANT ‘D’ control and result, fear of loss of control, little less sensitive to people. Push hard to get the job done and sometimes ruffle a few feathers in the process. Fear loss of control. Keep moving, talk, decide and act. Tends to become dictatorial. Make sure they have a clear oath forward with a set of action plans to achieve results.
INFLUENCES ‘I’ people oriented and active, talking a lot, moving around and meeting people, do not like being ignored. Given social recognition and not subject to public rejection or correction. Friendly, optimistic with a preliminary chat, giving them praise, recognition and a chance to shine. More excited and talkative in fear of social rejection and loss of face. Do not ignore.
STEADINESS ‘S’ quieter by nature, fabulous people on a team, aware of and care for the well being of those around them. Strong need for acceptance and stability. Plan necessary changes step by step, fear rapid change. They are more observant, perceptive and sensitive requiring calm. Slow down, basic friendly introductions, needing stepping stones. Can withdraw, look for stability.
CONSCIENTIOUSNESS ‘C’ work long hours, detailed oriented, conscientious, accuracy, get it right, quality and detail. Fear is criticism and being wrong. Be calm, not pushy, specific and task edge needing detail. Can fall silent, withdrawn, then leave which is better than arguing and being wrong.
We are all mixtures, how we approach challenges and adjust my DISC chart to match the person I am dealign with. Be flexible. More warmly people or more cooly task, more active by nature or more reserved, think about their needs and fears, establish and maintain rapport in good times and under pressure. Need to make the right rapport choices and meet those needs, having the maturity to meet others’s needs instead of your own.
Introverts and Extroverts
Task Focus and People Focus
DISC is a behavior assessment tool based on the DISC theory of psychologist William Moulton Marston. There are also DISC personality tests.
Is fun the most important thing.
- Is this person fun to be with, a person like me, do they help me get or be what I want, do they make me feel good about myself, are they trustworthy?
- Is this person doom and gloom, bitch and moan and groan and unity, too keen, a user.0.
- forgive themselves
- do not say yes unless you really want to
- do not seek perfection
- focus on solutions
- avoid asking ‘what if’
DIFFERENCE BETWEEN WORRY and STRATEGIC THINKING
- stay positive
- ride the way (wave)
- squash negative talk
Goals need to be measurable and achievable. They need to shift as you progress.
INTENT how strong is your intent to succeed. When times are tough can you get in touch with your will power and summon the intent to reach forward towards you goals and the vision
ATTITUDE how do you react to resistance aliens, when being attacked controlling my emotional state. Maintain an attitude of belief in myself, guard your attitude.
RESPONSIBILITY it lies with me, clean out emotional baggage, commitments register.
PARADIGMS are a mental program that have almost exclusive control over your habitual behaviour and almost all of your behaviour is habitual. A paradigm that we leave in control is like an “operating system” on which our mental processes run.
Paradigms help us to interpret, define and engage in the world around us. Without our paradigms we would constantly be struggling to determine and define what we see, what we hear and what we should do about it. Our paradigms help us to move through our lives seamlessly.
- How many duties do I perform
- How many hours
- Guilt about time spent
- Someone else takes my credit
- incommunicative authoritarian supervision
- Boss treats you unfairly
- Feel unappreciated or unfulfilled
- what I want
- define goals
- my own decisions
- adequate compensation
Life priorities – work, position, money, success, family, happens, relationships taking on more than can sensibly handle, consider: behaviour, attitude, circumstances, procedure, planning, emotional, physical, decision making, time, control, self, social, change, lifestyle, workload.
Stress – change the stressful things, change the way I look at them, how I perceive them.
I contribute to my emolyers’s wealth, power position, career, advancement, the business is for profit, for the boss’s benefit. Is my role extremely valuable? Is it ‘them’ and ‘us’ which contribut5es to distrust and tension.
- creators – people greatest asset, how can we improve
- cutters – people are my greatest overhead, cut role or what they earn
Saying ‘NO’ does not present you as lazy anti-social, negative or uncooperative. Present as someone who is efficient and in control, exilian why I am saying NO. Establish priorities, rationalising your refusal. Think about tasks I have to do, time allocated for them and order of priority.
What information do I need, gather the information I need then act on it. Act like you have control, control myself, my actions, my responses, my attitudes and my perceptions. Have total involvement. The negatives can be fear, anxiety, ambition, guilt, ego, insecurity, lack of focus, competitiveness, envy, lust, anger.
Planning what I want to achieve and a blueprint for this, make a decision. Look at detailed job description, specifications and measurement criteria.
“Knowledge acquired by systematic study” The Macquarie Dictionary
“A branch of learning….Familiarity gained by sight, experience or report.” The Macquarie Dictionary
PORTAL “A door, gate or entrance, especially one of imposing appearance.” The Macquarie Dictionary.
Clever staff give great results, learning can be an important part of building effective knowledge management capability. Continued education and professional development of staff is the only way to capitalise on the increasingly shorter strategic window for business opportunities and is critical in maintaining competitive advantage.
The need for a holistic strategy for identifying critical knowledge areas, sufficient attention to prioritising knowledge management investments and deployment and an over-emphasis on the use of technologies to support various knowledge processes. Aiming to foster collaboration and delivering the right information to the right person at the right time, enhancing knowledge creation and retention of staff. Learning or education portals are increasingly being established as a means to aggregate, identify and deliver appropriate learning material for knowledge workers.
Portals serve as a common place, bringing together the courses, facilitators, recognised intellectual property and industry knowledge in a specific domain or business process.
- blended learning, a mix of static and interactive material with synchronous and asynchronous communications between the learner and the instructor or facilitator during a learning session
- live learning or collaborative learning is web hosting of a real time seminar or conference for participants at more than one location
- simulation, enables learners to engage in game playing of pre-constructed scenarios. The simulation system assists participants to learn by observing and analysing participants’ actions and consequences, as well as providing feedback at various decision points in the process
When managing people they are crystal clear about what is required and expected while contributing to achieve personal and team success. Are staff able to to do the job with adequate skills and abilities to win? Can they achieve the organisation’s vision.
Define the value and assessment criteria and performance standards in the work to be done. Different customers, people and groups may have different value criteria.
Have logical and predictable standards of performance evaluation, define the rules of the game. Is the game understood? Let’s achieve that vision. Do they know the rules? Do they want to? Are they being denied the chance to play the game?
List the work to be done, a summary. Do they want to do the job, are they motivated? Can they be flexible and creative with their work?
Are management giving them the chance to perform supported by excellent systems and culture as part of a success oriented win/win culture. Providing people with a plan of action, purpose, vision, passion, motivation and enthusiasm.
Many performance problems are caused by sloppy, inefficient systems. What systems are letting the team down? What is working really well?
Staff are accountable and responsible for their contributions and management’s role is to support and empower them. Able to review, know strengths, maintain self-esteem.
Low Able To and High Want To need significant and regular attention, can be time consuming.
Low Able To and Low Want To can be a real problem and maybe not able to carry passengers. Detailed instruction and constant support, encouragement and fire up. Is it poor management or traumatic life journey.
High Able To and Low Want To confront their difficulties, support and encouraging. Do not tolerate the victim game.
High Able To and High Want To delegate more, still need clear goals.
Shit happens, not necessarily the person, focus on the systems, good supportive systems.systems in the way organisations operate. Inefficient sloppy systems cause mistakes and problems, moral dives and has a negative effect on the team culture. When the problem spans a number of systems there can be no one to fixe it. Can be a real battle needing tenacity and passion. Work back asking what happened before that.
‘Little by Little does the Trick’ Aesop
‘Perfection is attained by slow degrees, she required the hand of time’ Voltaire
Vision only achieved with motivated teams.
Is the team prepared for all eventualities? Persistent when suffering unreasonable setbacks. Gaining their help in achieving the vision with communication, understanding, optimise cooperation, sincere interest, passion and understanding where people are coming from and what they want from their association. We are all different,
- Reliability, do what I say and I and going to keep commitments, show up when I say I will and can people rely on me
- Openness to give and receive feedback, listening
- Acceptance for who they are, most people do the best they can in the circumstances which they find themselves.
- Straight forwardness, say what I mean, do what I say, integrity, honesty, truth
Successful teams need a mixture.
The culture of a team require trust and assertion building win/win environments.
Great leaders drive great organizations and great organizations produce great results. On the other hand, less than stellar results are typically produced by organizations with less than stellar leadership, begging the question, “What are the differences between winning and losing leadership styles and traits?”
Low Trust/Low Assertion – lose/lose: no one speaks and weak decisions or nod decision are made
High Assertion/Low Trust – win/lose: dog eat dog, strong and powerful dominate. The nice guys finishes last, if you cannot take the head do not stand near the fire.
High Turst/Low Assertion – win/lose: not enough ability to confront conflict or speak up and real issues not being addressed. They do not care about trust, simmer takes all and you are taken out.
High Trust/High Assertion – win/win: reliability, openness, acceptance and straightforwardness. Making agreements with each other and keeping them. Respect and nature each other. Improved understanding and ensuring frequent, high quality communication between team members. When mistakes happen the will rally around, solve the mistake and use the mistake to increase trust and learning.
PLANNING traps, fear of the future, what is the next step, that will not work, culture of urgency, are egos attached – ideas get crushed by negativity. Could start in the futures with the vision then plan by working back asking ‘what happened just before that?’ What happens when the unexpected happens?
- define major events, all key events and sort where they become like pegs for the rope to the vision
- define minor events, like building the bridges
- sequence the events, some can be done in parallel, work with events, no relationships yet and parallel as much as possible
- draw in relationships, start on right with they event
- allocate resources, as events are achieved points in time, the resources are allocated to the relationships, people, time, money
- calculate resources, number of people, cost, totally time
- establish deadlines
Do not surround yourself with wimps and nice yes role, people who ask more of you than you do straight with me, face the truth, people playing win/win and with courage. Not about position or status. The really great people make you feel that you, too, can be great. The resistance aliens will always show up to stand between you and your success. Need personal persistence sometimes it needs raw staying power. Need good systems and a supportive success culture. Stay in touch physically, mentally, emotionally and spiritually.
Where are you tomorrow, next week, next month, 6 months, year, 5, 10 years.
COMMUNICATION “The result of any action that conveys meaning between people.” The Macquarie Dictionary
Improve staff communications and create a strong sense of community by innovative means – being influenced by such factors as business change, technology change and cultural change. Perform, Grow and Breakout by developing and using innovating solutions.
Enabling news and key messages to be communicated effectively with people having the essential materiel with all information being available. Clear and concise in communication
- to enable information sharing within groups and across all departments
- to provide an information delivery structure
- to enable easy creation and maintenance of content
- to promote ownership and management of content
- to improve quality and timeliness of group-wide communications
- to eliminate the need for technical knowledge by users
Working for an organisation that is making a positive difference to peoples’ lives with Influencing and negotiation skills being more critical than positional authority for achieving outcomes.
David Viscott – Managing Difficult People
EFFECTIVE COMMUNICATION and STLYES
How rarely do we truly communicate with each other. When there are differences, disagreements, misunderstandings, distrust, resentment and such like, meaningful contact and resolution is virtually nil. Are we clouding the issues with personal attack, put-downs, criticisms, feelings of inadequacy, fear of looking silly, issues of right and wrong, and doing everything we can to make sure we do not appear to be the loser. This could include walking out, going silent, ignoring, slamming doors, shouting, saying “You’re Stupid”‘ sulking, using derision, talking non-stop, playing hurt and ‘poor me’ or making the other person feel guilty. We move into competition and not communication, the desire to win and not genuinely allowing any form of input or participation. Is it a case of getting my will done? How are we able to link together, hearing what it is like from each other’s perception and feeling that there has been understanding, recognition, appreciation, respect of individuality and the mutual desire to meet each other in goodwill? Be patient with ourselves and not give up.
Hearing each other can be like a gestation period leading to the birth of a creative solution. Hearing each other is much more important than agreement. Justifications usually mean we are not prepared to move. How things really are can be so different to how we assume they are, think they are or imagine them to be.
Distinguishing between effect and intention can be particularly useful before proposing a solution to the problem caused by these mismatches. Learning about different turn-taking expectations fired the basis for acquiring a crucial skill in intercultural communications. Consider avoiding alienating others by defending,m justifying,m softening and apologising. Being cooperative in a team involves restraint, seeking harmony and considering issues of face for all participants. It can be difficult to change our style and possible to over-evaluate our efforts. The aim is for smooth working in diverse teams, allowing for any misunderstandings caused by different assumptions to be cleared up as they occur, listening and feedback can help link contributions while developing a deeper exploration of an issue and each speaker’s contribution is acknowledged with points less likely to be lost, overlooked or attributed wrongly.
- do you need to speak
- who will speak
- how long will the person speak for
- will opening be done in a special way
- is overlapping speaking ok
- how do you signal that you are about to finish speaking
- how do you signal that you would like to come in and speak
- how do you give a turn to the person you want to speak next
- if someone attempts to take your turn away before you have finished what should you do
- what is the best way of structuring the final turn which will close the conversation or event
Responsible Thinking Process (RTP), resolving conflict is an important life skill and negotiating is about ‘WIN – WIN’, using five steps in negotiation a solution, working out a fair way to solve the problem. Working to change the culture of ‘control’ and ‘make them do as they were told’ by threat of punishment and being able to avoid unpleasant ‘counter-controlling’ behaviour. It is consistently using a sequence of questions being asked appropriately and in a non-judgemental, not in a shaming or confrontational manner, having people do the thinking and stops people doing the telling and resorting to ‘lecture’ or ‘control’ mode. Mistakes can happen by all involved and acknowledging this and having people develop a verbal plan to negotiate and feel they are being listened to is important. What we accomplish by threats must be maintained by force. What we accomplish by respect and fairness is self propelling, therefore real power consists in creating a situation where it need not be exercised. Discussions about rules need to be simple, direct, positive and not personal which gives everyone a fair share and not violating the rights of others. There is a need to be consistent, not play favourites, language is critical and it is not personal. Think about how unmet needs contribute to disruption with ‘you against me’ power struggles being avoided, injustice, questions are used to control, out on a limb and thinking about what could have been done differently. It is ok to be angry sometimes, the important thing is the the do not hurt other people with our anger and it is important to fix up our mistakes. People learn to deal with conflict from the way they see it handled, if dealt with by threatening, shouting, anger and punishment then that is what is going to happen rather than verbalising and talking through the issue creating a culture of empowering people to make choices, leading to self discipline and an atmosphere of calm. Encouraging people to do the thinking and make good decisions. Punishment and rewards do not teach people to think, they are only a method of control. … This process was developed by Edward E. Ford and is called the Responsible Thinking Process
- Admit any mistakes or wrongdoing
- Acknowledge the other person’s feelings
- Explain your view of the problem
- Listen to the other person’s point of view
- Agree on a solution or plan
The ability to develop relationships with others involves building rapport which includes trust by feeling confident about the intentions and behaviour of others and accepting them without judgements, empathy by being able to experience the feelings of other people and showing you care about their experiences and feelings which is different from sympathy, acceptance without judging or controlling and appropriate honesty which helps others predict behaviour.
- Reading non-verbal clues
- Feedback giving and receiving
- Transmitting your message
We learn to communicate by trial and error, by observing and developing communication habits that may not give us the ability to relate to people well. When we develop communication skills it allows us to build relationships and relate confidently with others in a mutually satisfying and helpful way. Perception can be a barrier to effective communication when we interpret and evaluate the information differently sometimes resulting in conflicting views and misunderstandings. Our perceptions are learned from our experiences and beliefs through influences, expectations, emotions, language, attitude, values, attention, perspective, physical condition, thoughtlessness, carelessness and/or habit. We have selective perception that allows us to take in information that has meaning or value for us.
When cultural backgrounds are different, unmet expectations about what is appropriate can cause negative judgments. Our behaviour can be determined by expectations with environmental, competency and emotional berries affecting understanding to successful communication. This can include lack of information or knowledge, inadequate explanations of priorities, not listening, preconceived ideas, not understanding other’s’ needs, jumping to conclusions, lack of time, personal mood, frustrations, failing to ask questions and failing to explore alternatives often affecting goodwill, business, productivity, confidence, moral, absenteeism and loss team moral.
Low context communication style of individualist societies where the information is conveyed in words, in a direct fashion. Information is organised in a direct and linear way, keep on track in an orderly sequence.
High context communication in societies with a more collectivist dimension include the context of the conversation, surrounding non-verbal cues and nuances of meaning that can be more important than the actual works spoken. Progression grows out of a gradual accumulation of details, seeing a topic from a number of angles or seen in many different ways, providing all the background information first.
Another style can be where only information which is directly related to the subject is included, to provide colour, interest and subtlety with good listening involves making connections. The use of analogies, satires and metaphor to be persuasive and dramatic.
There are also rules and cues for taking turns to speak, how long to have a turn, when and how to close their turn and pass on the chance to speak. Listening is importation with the need to show their attention and decide if, when and how to come in. In some cultures overlaps and interruptions are common, speakers collaborate with each other, expanding and supporting previous points with two or more people speaking simultaneously. While others have different rules such as allowing people to speak without interruption, taking account of the speakers position and pauses indicating respectful listening ensuring a turn is completed. Signals can be misread such as passive, uncooperative or feeling invisible.
Communication techniques with others include:
Listening and Checking Back
- maintain eye contact
- value others’ conmments
- do not interrupt
- check back for clarification
- restate to confirm
- aware of others’ non-verbal cues
- avoid jumping to conclusions
- show interest non-verbally
- do not interject my own issues
- encourage further discussion
- use clear, simple vocabulary
- reinforce message non-verbally
- speak distinctly and firmly
- avoid information overload
- time comments appropriately
- use I-messages
- check receptivity with door openers
- repeat for clarification
- check of understanding
- maintain eye contact
A communication triangle of Manipulation by Martyrdom, Manipulation by Aggression and Problem-Solving. Deferrers like to be liked, askers like to be the boss and problem-solvers look for ways of honestly meeting their own and others needs at the same time while accepting responsibility for their own feelings and actions, not blaming others or making unilateral decisions affecting others. Faced with an interpersonal problem, they try to find out other people’s needs, state their own as specifically as they can and look for a mutually satisfactory outcome.
Relationships affect us when meeting our needs, performing in our personal and professional lives, collaborating with others and developing skills and knowledge. They are vital to our future progress, access to opportunities and the ability to develop satisfying connections. Need to learn to deal with different types of people, they are a necessity and key to our identity, productivity, career success, meaning in and quality of life, physiological health, coping with stress, self-actualisation and humanity. They are important for our self-esteem, our health and add meaning to our lives. Building relationships the other person feels that they will benefit from knowing you.
Harmony may be maintained by the avoidance of communication that has the potential to cause unpleasantness and loss of face, a reluctance to give personal opinions or disagree with others with indirect or blurred conversation and conflict is ignored or dealt with in a round-about way. Maintaining harmony by avoiding being the bearer of bad news. Other cultural styles where heated, expressing strong views, forceful opinions showing emotions where direct criticism and personal remarks are acceptable or where criticism can be acceptable when it is impersonal and fair. Some people may resent requests of instructions the two not at least pay lip service to the other person’s right to refuse.
Body language may be as much as 75% of meaning, with gestures that can have cultural meaning such as facial expressions, head and arm movements showing involvement with anything exceeding the accepted norm being viewed as emotional or overdramatic. Not looking directly at someone is a sign of respect in some cultures, suggesting anger or seen as a challenge while other cultures are taught to look directly or it can be interpreted as a sign of having something to hide. Prolonged, unwavering eye contact could signify interest or interpreted as staring, aggressive or insensitive. There is the physical communication such as the distance, orientation, posture and physical contact. Facial expressions, gestures and eye contact are also forms of non-verbal communication and environmental such as furniture, paralanguage such as tone and quality of voice and silence which can be a positive or negative influence.
Sensory acuity describes the ability to pick up small changes in such things as tone of voice, tempo, inflection, posture, gesture or facial expression. People who develop this attribute become sensitive to their impact on others and are less likely to distort information in order to preserve their initial judgment about the meaning of a message. The need to be flexible when communicating, avoiding judgemental attitudes, seeing the other’s point of view and modifying your behaviour and communication to suite the person and situation. Show interest in the other person by listening, use their name, use a friendly tone of voice, be aware of body language, facial expressions and other non-verbal gestures.
Provide an appropriate amount of information when developing professional and personal relationships, leaving the other person comfortable in building a relationship with you. Be open about letting people know who you are as a person, being interested in their ideas and feelings, wanting to know who they are as individuals, accepting yourself, take the risk of trusting the other person to accept you, accept the other person, trustworthy in interactions, need to be relevant to the relationship and appropriate to the situation.
Language needs to be clear, direct, non-judgemental and appropriate. Say what you mean and be aware of ambiguities, rambling and vague comments. This could include explaining what you are saying, why you are saying it, asking the listeners opinion, re-stating in a different way, formal or informal, appropriate language and no offensive language that might be interpreted as biased. Avoid sarcasm, labelling others, using absolutes to describe others and issuing orders or making demands on others. Use feedback as a way of knowing if communication has been understood, how your behaviour affects others and is perceived by others and giving feedback that is focused, helpful and non-threatening which can be as simple as nodding your head. Focus on behaviour and not personality, actions that can be changed, use descriptions rather than judgements, refer to a specific situation rather than general behaviour, focus on here and now, share perceptions and feelings rather than giving advice, if people are not interested in feedback then do not give it, it is to serve the needs of the receiver, do not overload and do not give feedback lightly, be responsible for what you say and to clarify as much as the receiver wants.
Meeting styles, conversation patterns, can be animated and involving with interruptions and talking over each other which could mean everyone is highly-involved and may be acceptable. Some people can find this high-energy, high-involvement approach difficult to join. In contrast where a single speaker takes a discrete and uninterrupted turn, while others cooperate by listening attentively, with some people finding this excluding. Both wish to cooperate with one having speakers share the floor, completing and assisting with each other’s turns with a dynamic rhythm of overlaps and simultaneous speech, speaking together in a collaborative or cooperative way. What are the problems when the two styles collide? Attitudes towards turn-taking, packing, pausing and simultaneous speech are relative not absolute and may help in unravelling misunderstandings and misjudgments. Style differences, rather than an intention to dominate, can sometimes be the cause of the problem. It is not necessarily so that people from other cultural backgrounds do things the same way.
You may feel uncomfortable about asserting your rights, expressing your needs and identifying the things you need. Aggressive (I want what I want and your needs do not count), passive (my meeds do not count and I do not want to upset others) or assertive (I want to find a way where we both can win) to enable you to express your thoughts, feelings and needs in direct, honest and appropriate ways which do not violate another person’s rights. Need to show respect for yourself and others and recognise mutual needs and obligations. Accept each person as they are, can never change another person, people communicate differently based on their values, background and environment, accept responsibility for myself and not others, responsible for my side of the relationship, other people may choose to be assertive, non-assertive or aggressive, I have a choice and be sensitive to the feelings of others. Low self esteem, fear of conflict and fear of responding prevents us from asserting ourselves.
LISTENING and QUESTIONING SKILLS
To help make informed decisions, develop skills, knowledge and capabilities and satisfying relationships with others. Using responsive comments can demonstrate that you are listening, showing empathy or support of their situation or feelings and may also present the other person from feeling as if they are in an inquisition.
The lowest level of listening is called ignoring – not listening at all. If you are distracted by anything while talking to a user, they can get the impression that you are ignoring them. For example, while the user is speaking, you start a conversation or interject a comment with another IT support tech. You are ignoring your user.
- Pretend Listening
Pretend listening is most easily explained in the face-to-face conversation. You’re talking to the other person and they have that “backpacking in Brazil” look in their eyes. On the phone it happens when you say things like “I see” and “OK,” etc. while working on an unrelated email or playing a computer game. People can tell you’re distracted.
- Selective Listening
During selective listening we pay attention to the speaker as long as they are talking about things we like or agree with. If they move on to other things we slip down to pretend listening or ignore them altogether.
- Attentive Listening
Attentive listening occurs when we carefully listen to the other person, but while they are speaking we are deciding whether we agree or disagree, determining whether they are right or wrong. Instead of paying close attention to the other person, we’re formulating our response to what he or she is saying. At all four of these levels it should be evident that we are listening to our own perspective, and in most cases with the intent to respond from our experience.
- The fifth level of listening is Empathic Listening Empathic listening, also known as empathetic listening is the top level of listening. To be successful in providing IT support to end users, you must teach yourself to treat every call as though this is the first time you’ve ever heard this problem, even though you may have heard it many times before. Discipline yourself to see it through the eyes of the user. This is called empathic listening. Empathic listening is the highest level of listening, and the hardest to accomplish.
- identify your purpose in listening
- focus on the person who is speaking
- communicate your desire to listen
- show your attention by eye contact, facial expression, posture and gestures
- what until the speaker has finished before evaluating the message and responding
- check you understanding and interpretation by paraphrasing sometimes including both feelings and content maybe when there is conflicting information, a major point needs to be reinforcing, underlying emotions that needs to be dealt with
- try to see things from the other person’s point of view, practise empathy
- it seems as if
- it sounds as if
- are you saying/feelign that
- in other words
- so you think that
- am I right in saying
- let me check that I have understood what you have said
- you feel annoyed that, feeling excited, happy
Questions can be used to obtain more information, have you understood or to summarise and need to involve the other person, find out what is important to them and establish a relationship between what they want and what you want to achieve.
- Open questions are used to encourage the other person to expand and usually begin with what, why or how.
- Close questions can be answered with a yes or no answer and can be used to check facts or obtain straight forward details.
- Reflective questions can clarify understanding and explore more
- Expanding questions encouraging the other person to give more details
- Leading questions when requiring a desired answer
- Hypothetical to gauge how someone might act or what they think about something or a situation
- Probing questions to clarify something, dig deeper and find out more details.
- Clarifying questions can be used to check for understanding
- Paraphrasing to check an understanding of what has been said
- Challenging questions to test comments or a persons position on an issue
- Commitment questions to confirm actions or intentions.
- Sweeping questions to wrap up questioning or to check all the information that is needed has been obtained
You need to identify your purpose, concentrate on the other person, show interest, evaluate after they have stopped speaking, interpret by paraphrasing or reflection and see it from the other person’s point of view.
EQ is the ability to build people up, bring them together and motivate them to do their best. Generally it is how well you read other people, how intuitive you are, how you adapt to social challenges and how well you control or regulate emotions in a healthy way. EQ may be a better way to consider how well you deal with people, conflict and emotions and adapt to challenges.
- How many duties do I perform
- How many hours
- Guilt about time spent
- Someone else takes my credit
- incommunicative authoritarian supervision
- Boss treats you unfairly
- Feel unappreciated or unfulfilled
- what I want
- define goals
- my own decisions
- adequate compensation
Life priorities – work, position, money, success, family, happens, relationships taking on more than can sensibly handle, consider: behaviour, attitude, circumstances, procedure, planning, emotional, physical, decision making, time, control, self, social, change, lifestyle, workload.
Stress – change the stressful things, change the way I look at them, how I perceive them.
I contribute to my emolyers’s wealth, power position, career, advancement, the business is for profit, for the boss’s benefit. Is my role extremely valuable? Is it ‘them’ and ‘us’ which contribut5es to distrust and tension.
- creators – people greatest asset, how can we improve
- cutters – people are my greatest overhead, cut role or what they earn
Saying ‘NO’ does not present you as lazy anti-social, negative or uncooperative. Present as someone who is efficient and in control, exilian why I am saying NO. Establish priorities, rationalising your refusal. Think about tasks I have to do, time allocated for them and order of priority.
What information do I need, gather the information I need then act on it. Act like you have control, control myself, my actions, my responses, my attitudes and my perceptions. Have total involvement. The negatives can be fear, anxiety, ambition, guilt, ego, insecurity, lack of focus, competitiveness, envy, lust, anger.
Planning what I want to achieve and a blueprint for this, make a decision. Look at detailed job description, specifications and measurement criteria.
CULTURAL DIVERSITY and EXPERIENCE of DIFFERENCE multicultural and multinational workplaces
The way people interact in closely linked to cultural identity and related assumptions. The effectiveness relates to the ability to achieve goals in an exchange and appropriateness refers to the ability to do wha tis regarded as proper and suitable in a give situation. Skills are defined as repeatable, goal-oriented actions or action sequences and not everyone is able to translate this into an effective performance.
English is not a culture-free language with not all words having an exact equivalent in other languages. There is the need to develop greater tolerance and skills. The successful intercultural communications is directly dependent on people’s willingness and ability to collaborate and negotiate mutually acceptable outcomes.
The need to become aware and sensitive to the cultural differences in the way we communicate and maintain effective professional relationships in the workplace. In particular, non-verbal behaviour differs across different cultures. Things such as touching, kissing, holding hands, male and female interaction, personal space, gestures and eye contact may have vastly different meaning stop those of different backgrounds and can lead to misunderstandings. Everyone has a responsibility to improve their understanding and awareness of the customs and taboos of those with whom they come into contact, particularly in the workplace This will ensure mutual understanding and respect and help improve the communication between those of different background.
A richer and less stereotypical view of different cultural styles of communication between the work place and in their own environment creating cultural diversity in the workforce. The need for cultural awareness and flexibility and an understanding of different communication styles as intercultural communication is concerned with the individual, the individual within society and with relations between societies. Four consecutive steps of awareness, knowledge, experience and skill with research within many different, but related disciplines: Social Psychology, Sociolinguistics and cross-cultural pragmatics, Sociology, Anthropology, Philosophy, Artificial Intelligence, Management Theory and Communication Studies. Consider attitude or why, knowledge or what, skill or how with repetition for the formation of a new habit. Other considerations are the principles of adult learning, the range of personality types and learning styles typically found in any group, the special focus and requirements of person’s days-to-day tasks in the workplace and the state of intercultural sensitivity that each person right begin with. We do not respond directly to events – we respond to the meanings we give to events, real life is complex and unpredictable.
Stereotyping, overlooking individual differences and oversimplification leading to prejudices and discrimination while assuming the groups we belong to are are better. It is related to how we form, accumulate information to help us predict events and behave appropriately. Where as categorisation is seen as fundamental to perception, emphasising the similarities and differences relevant to a context. It is adaptive, sensitive to context and open to social influence. Helping people to process information, what is needed to be known in order to construct meaning and achieve goals.
Western culture can be seen as lacking social discipline and moral standards, obsessed with individual rights while avoiding duties and responsibilities.
The appearance of humility may be valued downplaying self-praise or self-promotion.
- Denial, where our own world view is flt to be the universal or central reality.
- Defence, experienced as a threat to our own world, may judge all differences in a negative way and our own culture as superior forming barriers to intercultural communication.
- Minimisation, attempting to preserve the central position of our world view, assuming absolute rules are similar to one’s own.
- Acceptance, cultural differences are acknowledged and an acceptance of different cultural value systems where these systems may reflect a very different way of organising reality.
- Adaption, are able to adapt thinking and behaviour to e experiences of difference, shifting their frame of reference to accommodate another culture’s world view.
- Integration, have the flexibility to evaluate situations differently depending on their cultural context, differences are experienced as a basic and enjoyable part of life.
Without some understanding and appreciation of the needs and interests of different cultural groups in the workplace, at home or in international settings the communication process can be deceptive or difficult and misunderstandings occur. Culture in the context of intercultural communications, in the broadest sense including behaviours, beliefs and values. Different cultural value system storm a fundamental, yet usually hidden, level of meaning when people from different backgrounds speak together. Generalisations can be flexible and open to modification while stereotypes are usually inflexible and need protecting by rejecting evidence that does to support them.
Individualism and Collectivism where these factors affect teamwork and the design of culturally appropriate management tools including appraisal systems.
- Individualism where self-fulfilment and personal achievement are important with the emphasis on expression of personal feelings and options. Assistance to other tends to be on a voluntary basis. People are more likely to be judged on merit where initiative and originality are rewarded. There is not a strong group to support them and rely more on an independent system of laws appealing to impartially. The truth, the objectivity of truth, is analysed correctly then the right conclusion will be reached. Time is views as linear and segmented, schedules and punctuality are important. A task-centred culture.
- Collectivism where harmony within the group is a central preoccupation, group goals and success is viewed as a group achievement. Assistance to others is far more influenced by family and friends. Situations that cause the ‘loss of face’. It is more common for people to be selected based on the status of their family, ethnic group or university they attended with an acceptance of cooperation. There is a collectivist culture of support with consideration to who is involved and the strength of the relationship. A person’s world, their reputation and the strength of the relationship can carry more weight than any legal document. Opposing propositions both may be true, seen from different perspectives and opposites can coexist. Time is less tangible, a relaxed attitude to time.
Hierarchy is viewed differently such as in some cultures everyone is on a first name basis while other cultures behave according to their relative ranking such as age, sex and social status. In more egalitarian cultures, if the usual lines of hierarchy in an organisation are bypassed, this tends to be seen as showing initiative, whereas in more status conscious organisations it would more likely be seen as insubordination, threatening the structure. Relationship-centred cultures.
A common cause of friction can be differing views of what constitutes politeness resulting in confusion, bewilderment or negative evaluations. A person may refuse to consider the proposal because they have no understanding of, or sympathy with the underlying values. Negative judgements about the character, abilities and intelligence of others can be made, motives wrongly attributed and relationships damaged which do not always occur in isolation.
Cultures can be based on different views of the nature of self. The concept of empowerment underlies many procedures and policies and is seen as evidence of maturity and a balanced personality, self identity, self-image and individual fulfilment, with other cultures not placing such a high value on these qualities. There can be differences in assumptions, a difference in values and the need to look for the real cause of misunderstandings with an awareness of other cultural values. Understanding someone’s world view and being able to clarify underlying meaning can provide the bridge that someone needs. Choose is true empowerment, inclusive, non-authoritarian style and an intercultural awareness to assist in opening the gaps in a collaborative environment. Find friendly ways to bring people into a productive team.
The different values of individualist and collectivist cultures influence attitudes and raises questions of what motivates people. Where personal goals and aspirations have high value then there is the expectation that individual achievements and contributions are rewarded. Where as in cultures where loyalties are highly valued, employees may prefer to operate as a group with people having personal attachments to a leader. The way people are rewarded can be disruptive for harmony and cohesion of the group. Consider consultation with local staff and putting into place schemes that fit with the values and attitudes prevailing in the particular society.
When people are constantly not heard they feel alienated and cancer become resentful. Summarising can encourage team members to notice possible inequalities, loss of contributions, keeping the team on track and allows re-assessment. Respect for and acknowledgement of difference and productivity with diverse teams producing more innovative solutions by understanding how to work with each other to best effect.
Some Cultural Approaches to Meetings with cultural values at attitudes to time, harmony, hierarchy, face and indirectness
- junior person leads the discussion
- senior person speaks at the conclusion and not actively involved during the meeting
- decisions are not made on the spot in from of others by senior people
- more relaxed starting and finishing times
- no rigid agenda
- clear action points seen as necessary only for essential items
- more fluid, less ordered approach to discussion
Feedback can be accepted in some cultures with an expectation to be told directly so the weaknesses can be address and performance improved. The emphasis is on the individual weaknesses and strengths and individual responsibility for failures and success with the aim of overcoming the negatives and improving performance. In other cultures singling out an individual for direct criticism and blame can be seen as extremely rude and confrontational, compounding the problem and possibly causing loss of self-esteem and deep humiliation and not promoting relationships, face and obligations. The basic differences in orientation in regard to conflict and criticism can obviously have very serious and detrimental consequences. There are no principles of good communication the can be applied universally, there is the need to be culturally literate and aware while making adjustments. In intercultural communication what constitutes good communication depends on the cultural backgrounds of the participants, it is situation specific, avoiding misunderstandings that have negative consequences for everyone.
Efficiently solving technical and other problems often in teams together with locals at the coal face, where people supposedly working together approach the same technical or practical problem in very different ways. The assumption that cognitive styles are fundamentally the same across cultures is a false one, when problem solving models are not universal it can be frustrating and ineffective. Problem solving can reflect the cultural attitude such as all that is necessary is perseverance and problem solving skills, however, there can be different problem solving models which have a long tradition in their cultures. Some of the differences being: working alone and reporting any problems to superiors who might come back with solutions, initial definition of the problem and a particular course of action is trialled, then implemented and adjusted until the desired outcome was reached or an emphasis on a logical progression with a study of the problem, reflect on it, pose alternative solutions, select the most suitable and devise a plan of action. Difficulties arouse with the various cognitive styles including ‘brainstorming solutions’ with a preference for either a well-c0nsturcted proposal or remaining silent, an expectation that team members contribute irrespective of seniority while others preferring solutions imposed.
Some Skills to Remember
- may bring different assumptions and expectations
- bring out into the open any cultural differences that may be preventing complete understanding
- break the message up into smaller segments, use pauses
- check information by repeating back what you think you heard helping to expose misunderstanding
- repetition is not always the answer, consider asking for clarification of what you did and did not understand
- if it is not understood, rephrase
- clarify the intention
- clarify the other person’s meaning
- practice good listening skills, they might have different ways of signalling when they are finished, other ways of structuring information and emphasising a point
- summarise using different words
- make important sentences clear
- give instructions or information in the correct sequence
- put key ideas into context, helping to explain the meaning of relevance
- avoid complicated grammar
Some Useful Ways of Expression Situations
- my reason for saying this is
- maybe we are coming from this at two different angles, my reason for saying this is
- did not catch that
- what I really meant was
- not sure I get the point or why it is relevant, do you mean
- are you saying
- can I come in here
- will finish this point if that is ok
- please go ahead
- would you like to come in here
- how can I put it
- do you know what I mean
Reaction > Action – we feel something, we do something, a negative outcome (the reaction influences what we do)
Reaction > Reflection > Action – we feel something, we think about it, we do something, a better outcome (awareness and knowledge)
Reaction > Reflection > Selection > Action – we feel something, we think about it, we choose a suitable strategy, we do something, a successful outcome (awareness, knowledge and skills)
There are Different Types of Language
- native speakers with all its slang, idiosyncratic humour and shared cultural understandings
- impose on the language the values and attitudes from the culture of their native language
- bare, transactional or functional
Some Attributes and Behaviours that Characterise Successful Intercultural Managers
- prepare as fully as possible before assignments through wide reading, thorough training
- develop sensory acuity, being cautious when employing thinking about using stereotyping or categorising to make sense of things, tending to describe a situation rather than immediately analyse and evaluate it without sufficient knowledge
- remain flexible and patient in challenging situations
- empathetic, it is impossible to develop this ability through focussed learning and observation
- tolerate ambiguity where appropriate but insist on clarification of meaning in some key situations such as those involving negotiations or ethical issues
- postpone judgements about cultural practices until they can see how they fit into the total framework
- develop relationships with people from various cultures, especially locals with similar interests who can help them learn about the new culture
- learn the language so they can use ti, at least to some extent, socially and at work
- cope with stress by looking after their health and taking steps to manage their stress
- participate socially and professionally in the new culture but make temporary withdrawals from this high participation in order to precess al the new information
It is not only learning the language it is also learning and understanding the culture or the society, an ability to see things from the other side, understanding cultural priorities and values. Show respect, interest, understanding and leave things open.
The need to learn other ways of thinking and behaving in order to operate effectively in a new culture. Differences in cultural values such as spirituality, group relationships, material possessions with a loss of their cultural identity. Negative social stereotyping often leading to low self-esteem and serious social problems. Being in an unfamiliar environment which is organised according to a different set of underlying values and rules being overwhelmed with new information which cannot be categorised in the old way, no longer sure of interactions with people and feeling lost, disoriented, frustrated, angry and helpless with people reacting differently. A number of factors include the degree of difference between the cultures, degree of exposure to the new culture, the fit between the individual’s personality and the new culture, level of support and previous exposure to other cultures.
Screen Australia’s fact sheet GENDER MATTERS TASKFORCE STATEMENT ON SEXUAL HARASSMENT
Australian Directors’ Guild‘s condemnation of sexual harassment and bullying in the screen industry
Where can I get help? If you’ve been sexually harassed at work, you can call 1800 RESPECT or Beyond Blue to talk to a counsellor. To make a complaint and find out more about your rights, visit the Australian Human Rights Commission website.
Bullying is conduct that cannot be objectively justified by a reasonable code of conduct, and whose likely or actual cumulative effect is to threaten, undermine, constrain, humiliate or harm another person or their property, reputation, self-esteem, self-confidence or ability to perform.
Imbalance and misuse of power underpin every instance of bullying, harassment, discrimination and violence.
Bullying is an ongoing misuse of power in relationships through repeated verbal, physical and/or social behaviour that causes physical and/or psychological harm. It can involve an individual or a group misusing their power over one or more persons. Bullying can happen in person or online, and it can be obvious (overt) or hidden (covert).
Acts of Kindness Awards, Marion Parsonage and Rachel Taylor
Bullying is not always obvious, it can be bossing people around, intimidating, threatening or keeping them under pressure:
- unreasonable demands or impossible targets
- restrict and petty work rules
- being required to perform tasks without adequate training
- assigning meaningless tasks unrelated to the job
- being forced to stay back to finish work or additional tasks
- compulsory overtime, unfair rostering or allocation of work
- constant, intrusive surveillance or monitoring
- no say in how your job is done
- interference with personal belongings or sabotage of work
- shouting or abusive language
- open or implied threat of the sack or demotion
- people afraid to speak up about conditions, behaviours or health and safety
- oppressive, unhappy work environment
- personal insults, name calling, sarcasm and ridicule
- constant negative criticism
- freezing out, ignoring, isolating or excluding
- use of threats and insulting fear
- constantly undervaluing effort
- withholding information needed for your work
- using formal disciplinary procedures to intimidate
- distorting minor criticisms about a person as though they are major faults
- use of 1 on 1 chats without notice
- applying leave and other guidelines inconsistently
- deliberately chaining work rosters to inconvenience particular employees
Bullying is justified by:
- just a personality clash
- abrasive manner – that is the way they are
- just strong/robust management
- you have an attitude problem
- inappropriate management style, but they get results
- management prerogative
- you resist change
- they need to show who is boss
- organisations facing a crisis need to be tough
- you are just being negative
- you are not displaying the agency/company values
- if you do not like it you can go elsewhere
Everyone has the right to dignity and respect, and to a safe and healthy environment at work. You can get the issue out in the open by talking with fellow workers, hold a meeting, away from the workplace if necessary, get the workplace health and safety representative or other relevant person to take up the issue. Identify the most important issues, keep records of incidents, so they are not forgotten or misrepresented, raise the issue with the employer and possibly through another representative, arrange counselling and/or assistance for distressed workers if needed.
CORPORATE PSYCHOPATHS Is your boss manipulative? Intimidating? Totally lacking in remorse? Yet superficially charming?
ABC Catalyst Story Archive Is your boss manipulative? Intimidating? Totally lacking in remorse? Yet superficially charming? Then you could be working with a workplace psychopath. The latest figures suggest one in ten managers are psychopaths, and this week Catalyst goes deep inside their minds – what makes them tick, how do you spot them; and how do you avoid being crushed by them. We’ll also run a handy test – tune in to find out if your boss is an office psychopath.
The absolute lack of remorse or guilt, lack of emotional response, lying, manipulative, callous, egotistical, self centred, glib and superficial charm. The steal other people’s work spread rumours about people, character assassination. Get an assessment from the people working below, if there are huge discrepancies in opinion there is a reason to look deeper.
Work Safe Victoria Workplace bullying is repeated, unreasonable behaviour directed toward an employee, or group of employees, that creates a risk to health and safety, victimise, humiliate, undermine or threaten.
Incidents may not always be reported because people might:
- fear retribution or payback from the bully
- believe that no-one will act on the problem
- fear being labelled weak or whinging
- think that reporting will affect their career prospects
- accept bullying as a normal part of work culture
- strategies for raising awareness
- monitor and eveluate
- encourage reporting
- control the risks
- identify risk factors
- inform, instruct and training
- develop a policy of no bullying and make it easily available
- procedures for reporting incidents
- procedures for investigation incidents
- create awareness on how to recognise bullying, possible effects and where to get further information
- bullying resolution procedures
- how the organisation deals with bullying
- how to make a report
- ensure the policy is adhered to and consistently applied
Indirect signs of bullying:
- employees leaving the organisation reporting dissatisfaction with working relationships
- high levels of absenteeism
- increase in workplace grievances or complaints
- negative results from employee surveys
- high levels of staff turnover
- issues raised at staff meetings
- deterioration of relationships between colleagues, customers or management
- regularly torn clothing/uniforms
- regularly damaged personal effects or work tools
- an employee experiencing a number of minor workplace injuries
- employees becoming withdrawn and isolated
- organisational change
- workforce characteristics
- workplace relationships
- work systems, including lack of appropriate policies and procedures, high rate and intensity of work, staff shortages, lack of experience and skill in dealing with employee groups, poorly-defined jobs and high levels of uncertainty about job requirements
Kids Helpline @ School program connects a counsellor with your classroom using video technology. It’s a free service for all primary schools, educational and fun! Domestic violence affects thousands of Aussie kids every day. You can help us connect with more of our kids in need. Together we can be part of the solution, protecting kids and young people from domestic violence.
Reach Out Working out whether you’re in an abusive relationship isn’t always easy. Learning the signs of an abusive relationship can give some perspective. Thinking that abusive behaviour is your fault is a common feeling, but it’s important to know that you’re never to blame for another person’s behaviour. Being bullied sucks. Bullying can happen to anyone and in almost any situation. It can make you feel alone, scared and even worthless. We know it might not feel like it, but there are practical things, both big and small, that you can do right now to help.
Real Justice, International Institute for Restorative Practices – Restoring Community What Is Restorative Practices? Restorative practices, which evolved from restorative justice, is a new field of study that has the potential to positively influence human behavior and strengthen civil society around the world. Restorative practices builds healthy communities, increases social capital, reduces the impact of crime, decreases antisocial behavior, repairs harm and restores relationships.
UNDERSTANDING a CULTURE of WHERE PUT-DOWNS and NEGATIVE JIBES COMES FROM
- What’s your story?
- Who are you?
- Who is the most significant person in your life?
- What do you value most?
- Did you let people know how much you enjoyed time together?
- Interactions with our peers an be sarcastic, negative , destructive or derogatory and can be a backward way of expressing affection for each other. It is a fine line between ribbing from our mates and destructive digs to one not held with such high regard in a group which can easily leave the receiver feeling small, broken and outcast.
- Talk about goals that have been set and how it is going.
- Future aspirations
- What have you learnt about yourself and what have you contributed.
- What was your most significant experience?
- What have you learnt?
- What did they need to improve upon as a result of what they had learnt about themselves?
- Issues of significance about who you are as a person?
- What do you value most?
- Marginalisation can be self-perpetuating
GENERAL INTELLIGENCE: Spatial Relations, Perceptual Ability, Memory, Verbal Fluency, Verbal Ability, Reasoning, Numerical Ability and General Intelligence.
What is the organisations’s culture, the specifics of the position, essential job criteria, realistic job criteria, skills and attributes necessary to see the job criteria, how much of the assessment is based on test results and psychologist’s professional judgement, how does the psychological assess meant add value, what information will the psychological assessment yield that is not available through interview or reference checking and how soon after the event will the report be available.
The Loneliness of Looking Out for Number One – You can love someone and give them the room and the right to be themselves or you can try to control them and make them do your will whether of their own good or for the enhancement of your own ego. You cannot do both at the same time. If you appreciate someone because they let you do whatever you want and makes you feel strong and smart, that is not love. It does not recognise the uniqueness of the other person, only their usefulness. In order to love and be loved there needs to be room to choose, to become ourselves and all the power cannot be monopolised. An agreement entered into between two free parties.
Why bad things happen to good people translates itself into some very different questions, no longer asking why something happened, bu tasking how we will respond, what we intend to do now the it has happened. The ability to forgive and the ability to love are weapons to enable us to live fully, bravely and meaningfully in this less-than-perfect world.
HOW TO IDENTIFY and DEAL WITH A PSYCHOPATH They’re more common than you think and are not all violent criminals. David Gillespie, best selling author of the Sweet Poison books and corporate lawyer, has written Taming Toxic People. The telltale signs, according to Gillespie, are lack of empathy, feelings of superiority, micromanaging subordinates, glibness or superficial charm, an ability to lie well and lack of guilt or remorse.
Gillespie admits it’s hard because they are so slippery – great at massaging those above them, personally charming, but strangely “Teflon-coated”. He says “they’re very good at telling people what they want to hear and making sure the people above them think they’re terrific – but the people below them? They don’t really care what they think. They’re livestock, as far as they’re concerned.”
“Be polite, be professional and record everything,” Gillespie says. “As soon as whatever conversation has occurred, make notes in your own time and they will come in handy because one of the things psychopaths have difficulty with is maintaining a consistent story.” Documented abuse makes company lawyers nervous, he adds.
He further advises if you are working for a psychopath – and he identifies excessive micromanagement and centralising all decision-making as key indicators – then your only choice is scrupulous personal honesty, politeness and compliance, doing exactly what you are asked to do, without responding emotionally.
The Sea of Blah. The typical ‘teacher-talk-dominated’ classroom or the ‘the sea of blah’. The sea of blah fills the room and the students bob up and down intros sea. Every now and again they go under and take a gulp then bob up again for air and then go down again. The gulps are somewhat random with students spending their days gulping from the sea of blah. Everyone takes home a different lesson, when you come back from your mental tangent, all that was said is gone as you cannot press rewind. Imagine you are reading your favourite novel, you go off on a mental tangent, when you come back half of the page has just vanished. This is what sea of blah learning is like for students.
Online learning is most successful when content information is provided by the best subject matter experts, expert information is translated to the new medium by educationalists and interface designers, learners are trained to use the online medium, trained online tutors facility the learning, group discussions are incorporated into the learning to allow learner collaboration, multimedia is incorporated if it assists th learner to achieve the learning outcomes and if is accessible to the learner, the learner can participate in controlled practice situations online, email is used to settle the learners into the learning, to maintain contact and to give and accept assignments and feedback. Portal is like a window into the internet, give access to the course.
I walk down the street.
There is a deep hole in the sidewalk
I fall in.
I am lost … I am helpless.
It isn’t my fault.
It takes me forever to find a way out.
I walk down the same street.
There is a deep hole in the sidewalk.
I pretend I don’t see it.
I fall in again.
I can’t believe I am in the same place
but, it isn’t my fault.
It still takes a long time to get out.
I walk down the same street.
There is a deep hole in the sidewalk.
I see it is there.
I still fall in … it’s a habit.
my eyes are open
I know where I am.
It is my fault.
I get out immediately.
I walk down the same street.
There is a deep hole in the sidewalk.
I walk around it.
I walk down another street.
Copyright (c) 1993, by Portia Nelson from the book There’s A Hole in My Sidewalk. Reproduced with kind permission from Beyond Words Publishing, Hillsboro, Oregon.
WAITING for the TRAIN WRECK to happen before you get help
What’s Next, Where Do I Want To Go, Where To From Here
- cannot stop, stay still
- what not to stress about
- keep it simple
- how to keep it consistent and on track
- sleep quality
- what is exhausted
Are you the duck that is paddling quickly inside, what happens when the wheels fall off?
Creating it to be Value Driven and the steps towards alignment.
Am I happy with how I aim spending my energy, not time management – how am I managing it, do I own it, where am I putting it, am I giving it away.
Have a support network, a passion for work and what you are doing, build teamwork and negotiating.
Donation of personal time, time away can create a more energised environment.
Make time for yourself and do not apologise for it.
The ability to give and receive a complement, acknowledge complements. Appreciative for help.
Fear around being honest with the boss, authenticity.
Feeling overwhelmed, have a sigh, calms nerves and slows down the whole body.
Be aware of the impact on other team members.
Integrated work/life balance.
Set up a list of priorities and give yourself a buffer and create support networks.
What is the difference between urgent and important? Important is what helps you advance to your goals and allows you to say no to things. Use the calendar to manage time by making appointments with yourself, can be colour coded. What I want to achieve for the week, make a to do list and scratch out half and work out the priorities are. Take ownership of my time and be consistent with defining goals.
Stopped working on being in balance, was exhausting, willingly be imbalanced and focus on what is required in the moment. Be in the moment and be fully there. The freedom of not being everything to everyone all the time. What is not worth stressing about, let go of it, let go of our ego.
Understand silence, starting with shorter amounts, letting the silence enable me to become aware of what my thought are telling me and let the silence happen. Silence helps you to watch your thoughts. This can happen anytime, anywhere and can be here right now.
Vulnerability – own it, need to be in control and if not why are you doing what you do as you need to be strong. Choose timing and good leaders know the fine line between being in control and being vulnerability. Can rally the team, they want to help, how can I make a difference and help and at the same time the leader needs to be strong as people look up to leadership. People can connect, people are human, builds rapport. Difference between being vulnerable and being an over sharer.
Corporate environment/culture, optimum stress levels and breaking point so they have higher performance. The need to say NO, overwhelmed, underlying culture of punishing if not saying no and is not always safe to say no. A no is a yes to something that is more important. Unhealthy company environment or team culture when not able to say no, the need to feel safe to say no. When we say Yes, we can fill our days up to the brim and have no margin, we need a buffer. Why are we saying Yes, why are we saying No and set boundaries. Do not want to be the first person to say no, start questioning why and use as a basis to start making choices. They like Yes girls. How is this helping us achieve the goals of the business. Help me understand how this fits in with the goals for the year. You tell me what to do and make the boss feel safe as well, understanding what is important. Let me get back to you. The disease to Please. Be protective and open. A disengaged workforce comes back to poor leadership, there is a need for visibility and direction.
Is it a value or belief that is being violated, be careful with the ‘should’, our needs are not being meet such as being recognises or right. Where have I failed to be clear, on board. Do not necessarily need to shut it down. Make a list of the SHOULDs which is a desire to control, next column WHO SAYS, I could if I chose to do so.
Expand to the confines of what we have and comes down to conscious choice, boundaries. What I accept and do not accept, speak the truth with concern for others and everyone feels safe.
It sounds really full on and good luck with that, they are attempting to enlist you. Do not be enlisted. Do not blame the other person without blaming yourself. Do not know yourself well enough.
How do you want to look, sound and feel? How do you want to show up at work? What type of feedback do you want people saying behind your back? If your body could speak what would it say? Grumpy cow, positive, helpful and anchor yourself into that and through your choices you create that reality. Take responsibility for your life, your choices, listen to your body. Then the mindfulness comes in and we can slow it down. Through your choices you create your reality and is very confronting.
BECOMING the PERSON
Capable of doing whatever it takes to have what you want and achieve your goals. How are you interacting with people, honesty, ethics, enthusiasm, commitment, instincts, integrity, ethics, honesty and spiritual. Surrounding myself with people who demand more of me than I do.
‘I will prepare and someday my chance will come’ Abraham Lincoln
Stop Needing to Win. Stop Needing to Fight. STOP. Hear how I feel without giving advice, listen, understand, tell my story and be accepted, self discovery, my problems are mine, someone needs to hear my worst secrets. Do not get involved, look at the present. No Mistakes, only lessons.
- Rescuer – trying to help
- Persecutor – trying to blame
- Victim – blameless and helpless
Denial, the refusal to acknowledge reality on what is actually happening and the level of feeling. In dysfunctional situations there is always a shared denial of reality. when someone attempts to break through this denial there will usually be strong resistance to that perception. Often ridicule will be used to bring that person back into line, or failing that, the person will be excluded from the circle of acceptance, affection and activity. To be loved fro who we really are and to feel good about our own truth. It is not about success or failure but it is about truth and being real. It is about finding freedom to be ourselves, encouraging other to be themselves and developing communication, cooperation and friendship – it is about mutual respect and celebrating differences. How can any of us ever be ahead of or behind others, when we are on our own journeys. The ‘real me’ and the ‘real you’, the ones in our hearts.
HELP IS THE SUNNY SIDE OF CONTROL – efforts to help may actually be attempts to control, think about if it is coming from people with unhappy backgrounds or in stressful relationships. When there is gentleness of self-acceptance, we are less judgemental and reactive to ourselves and others and how we feel is not dependent on what we achieve on that particular day.
The first and only rule of communication is to be aware of your motivation. If you have to be right the chances of hearing others are nil.
A willingness to listen. An awareness that the same experience can be viewed in very different ways. An interest in negotiating. A capacity to give up something of the sake of someone else. A commitment to cooperate. A willingness to make (occasional) mistakes. An openness to learning from your mistakes. Can be lots of little breaks building on each other and doing a good job every time an opportunity presents itself.
It is not what happens in life that determines your fate – it is how you deal with it. The realities of survival, capacity to survive failure, pain and disappointment. Failure is never fatal. Do not condemn or tell what to do. Learn rather than be filled with regret. We are bigger than our fears. Forgive.
Within each of us there is peace, there is joy there is love and there is courage. Whatever my path, whatever my experience, all roads ultimately lead to that one destination – knowing who me really is – not the little self-centred me but the deeply-generous ME.
The there R’s: respect for self, respect for others and responsibility for all your actions. Open your arms to change and keep your values. Silence is sometimes the best answer. Be gentle with the earth.
Feeling empowered when choosing a goal and making it happen, including in the smallest way. Discovery that angry and failure isn’t bad or something to be ashamed of and can be able to manage the complex world of feelings and your reaction to life. Think about choices and consequences and from there lean to make wise decisions that can help them rather than feeling and reacting as victims. A freedom that inspires and empowers with acknowledgement and active listening in the midst of stress, rush and communication habits of our lives. Grow through our concerns and habits of worry, mistrust, nagging and anxiety to handle the things in our lives.
How would this planet and our lives change if we decided to practise letting go and releasing. Letting go does not mean physically pushing things or people away. It can mean letting go of an attitude – not having to be right – no longer needing to dominate – letting go of seeing oneself as a victim of everything and everybody – or simply being less addictive – personal expectations of others and ourselves. when we let go of fixed ideas, in comes creativity – when we let go of non-forgiveness, in comes compassion – when we let go of prejudices, in comes curiosity and caring – when we let go of avoidance, in comes courage – when we let go of expectations, i comes openness – when we let go of control, in comes vulnerability and discovery.
BREATH – a constant reminder that we are part of the world, our planet, the universe. Universal energy. Open your hearts, then only can you enjoy yourself, respect each other.
If you want to run the world you must understand the anger and frustration of those who do not benefit from the way you are running it. Anon
If you do not give up in your heart you are never beaten.
Forgiveness means correcting our misperception that the other person harmed us.
‘You must be the change you wish to see in the world’ Gandhi
- facts and feelings, left and right brain, include both
- write in the present tense
- visualise the goal achieved
- must be yours, must want them
- must be consistent with your values
LONGER TERM LIFE GOALS AND PURPOSE
- What is Important to you?
- What are you passionate about?
- Who would you do it with, where and why?
- reasonable exchange between giving and receiving
- people under your care grow
- loyalty is earned
‘The way is not in the sky, the way is in the heart’ Gautama Buddha
A belief is an idea or concept that we trustingly accept and easily understand.
A value is something that gives us strength, something that is very important to us, something we feel strongly about, something worth standing up for, something that gives our life meaning. Values influence behaviour, they give us strength, imprecise, can be loaded with emotions and change according to circumstances.
Behaviour – thoughts and feelings, values and beliefs, needs and fears.
Values and behaviour are circumstance related and can change as circumstances change.
- your spirit
- family and close relationships
- wider community
- all living beings
- matter, energy, space and time
- great spirit
We can either be victims or create our own reality. Do not need to have all the answers to start with. Take responsibility for our current circumstances and our life journey and we create our own reality from what we think about. Collective unconscious.
Own my own life journey, people are responsible for their own spiritual values. Luck is where preparedness meets opportunity. Clear plan of action, working back with ‘what happened before that’ building bridges and joining ropes . Share the success vision of your future with the people around you. Personal persistence with good systems and supportive culture.
‘Life is what happens to you while you are planning your life’ John Lennon
I am OK
I am good enough
You are good enough
I control those below me
I can be controlled by those above me
I trust when it is appropiate
I can let go when I need toI can depend, yet be independent
I own my feelings
I am responsible for myself
I am real and truthful
I am worthy
I am loveable
Long Phone Calls
Dropping and Breaking Things
Not Starting the Job
Not Being Present
Not Having Contact with Others
Tons of Activity
No real Contact
IT IS IN ME
to be kind
to be supportive
to be present
to give ideas
to be creative
to be generous
to be courageous
Business intelligence (BI) is an umbrella term that includes the applications, infrastructure and tools, and best practices that enable access to and analysis of information to improve and optimize decisions and performance.
The collecting, collating and displaying of data from different sources and taking the information and reporting it in a meaningful way, so that an organisation can make informed decisions about the variables in the business. The ability to improve a businesses’ capability and performance. If we are overwhelmed by information we are likely to miss the really important items. The ability to collect, interpret and act on information quickly and effectively can be a competitive differentiator. The more quickly and efficiently an enterprise can get information and use it, the sooner it can reduce costs or incase profits.
“the process of planning and executing the conception, pricing, promotion and distribution of ideas, products and services to create exchanges that will satisfy the needs of individuals and organisations. Marketing a product or service involves anticipating changes in demand, promotion, ensuring that quality, availability and price meet the needs of the market and providing after sales support.”
The Oxford Business Dictionary.
The value that is offered to customers, alternative marketing approach, looking at the world with customer-coloured glasses. Define the real reason for being there. Let the customers drive the business, what do customers really want and the ability to deliver what is promised. Customers are tires of being shouted at by hundreds of different marketing messages a day, engage people without being shouted at. Staff and agencies need to be passionate about customers and work together to ensure that customers receive the experience of a lifetime.
Marketing and Finance:
- Mutual respect and trust in each other’s abilities. The need to have empathy with the other’s objectives to get a positive outcome.
- Joint accountability to take full responsibility for the development and delivery of the business plan. ‘No surprises’ on anything that will have significant business impact.
- Willingness to balance leaning to put on ‘a customer hat’, engaging in a healthy debate. Companies exits to serve their customers
- Joint vision to drive the vision across the business. Agree on the vision and then communicate this direction and the results of the journey as frequently as possible to all managers and staff.
- Having fun and a strong sense of humour always helps make tough decisions a little less traumatic and everyone enjoys coming into the office and working together.
Marketers are always looking better and cheaper way to communicate with customers. The online advertising market share of the pie has relatively lower costs of production and distribution including email marketing compared to print, radio, outdoor, moving media and television production. Permission emails, one-to-one marketing, opt-in marketing.
The use of a multi-channel approach moving from more traditional direct marketing techniques to electronic marketing to communicate with customers. Email marketing has the advantages of referring the recipient to more information via web links, personalisation is easy, flexibility to change the message right up until the despatch time.
The anti-spam legislation makes it illegal to send unsolicited commercial electronic messages. Electronic messages need to be sent with the recipient’s express consent, contain accurate information and have a functional ‘unsubscribe’ facility.
As it becomes harder to achieve marketing objectives through traditional media, marketers ware looking at more online opportunities more carefully.
Product development, cost of ownership, product strategy, marketing, situational and user analysis, implementation methodology, positioning, technical overview, customer relationship management, online implementation, vendor management, product evaluation and benchmarking, customer support, measures of success, education and training, governance and implementation support.
“The buying in of components, su-assemblies, finished products and services fromqoutside suppliers rather than by supplying them internally. An organisation may decide to buy in rather than supply internally because it lacks the expertise, investment capital or physical space required to do so. it may also be able to buy in more cheaply or develop more quickly than by ‘manufacturing’ [products and services] in-house.”
The Oxford Business Dictionary
If you have not got IT under control when it is in-house, do not expect to have it under control when it is handed over to someone else to sell back to you.
While information and technology continues to be a significant part of outsourcing contracts are becoming more flexible. Outsourcing includes both core and non-core functions such as manufacturing, construction, transport and logistics, training, cleaning, waste management, security and information and communication technology, administration, financial services, human resources, payment, accountancy, claims administration, sourcing and procurement, payroll, legal, audit and tax, procurement, facilities management, property management, distribution, sales, marketing, customer care and web-development. They all share a common bond – they are information and communication technology reliant.
The growth of outsourcing is being driven by shortages of skilled workers, the need for organisations to respond more quickly to business and market change, the shortening lifespan of technology and the need to improve service quality.
There is still a gap between expectation and reality with contracts being written to focus on ensuring the outsourcer meets customer expectations, especially on service level. There are ways to give both parties more flexibility and greater rewards including shared development costs and revenue generated with the view of expected change while being able to managing resources and the relationship.
Outsourcing is like delegating and you are still responsible for it. There needs to be due diligence which includes a comprehensive view of the current costs and associated service level abilities, the customer’s current ability to manage the process in-house and its ability to manage a relationship or even a series of relationships with one or more outsources. Contracts can become unstuck because people issues are significantly underestimated. There is a need to review including the impact on innovation, the impact on teamwork, collaboration and service levels and the impact on cost.
Thoroughly investigate all options, bring in independent advisers, do not choose solely on cost, do things in stages, take small steps, communicate as much as possible before, during and after to all the people in the organisation. The contract cannot cover all the circumstances, include scope for change and include deliverable and performance based measurements and milestones and tie these to financial incentives.
Reasons for outsourcing for Australians
- improved service quality
- access more advanced technology
- maintain competitive advantage
- achieve revenue enhancement
- increased shareholders return
- gain greater internal flexibility
- make process improvements
- achieve world’s best practice levels
- cost reduction
- enable greater focus on core business
Outsourcing can provide access to a large pool of expertise. In times of change there are economic factors, new technologies, social factors and legislation that drive these decisions and there is a focus on tuning to companies that have competence and skills to provide the necessary input to ensure and secure much-needed change. Difficulty in achieving sustainable improvements in performance in-house could be due to existing cultures that perpetuated inefficient work practices.
Outsourcing is a long-term partnership aimed at delivering ongoing benefits and like any long-term relationship, the customer and outsourcer must have equal input and sharing. There is the need for excellent communication, strong systems for reporting, good cultural fit, key performance indicators aligned to strategies or business goals, trust and commits to a non-blame culture when things go wrong and celebrate success together.
Keep customers happy – is the business unreliable, overpriced, unresponsive to customers’ needs and disinterested in customers objectives.
Plan to ensure that all the risks had been considered and have an approach to manage any new risks that develop. The moral obligation, it is critical to look after the interests of staff who are affected. The staff who remain are aware that it ‘could’ve been me’. If you have any expectations of retaining experienced staff as a committed team after the change, you have to demonstrate ethics, fairness and honesty so they will continue to accept you as a leader that they want to work for. Genuinely concerned about the interests of the affected staff especially when many of the chiefs would become workers. The memory of how the staff were treated remains long after the individuals are gone.
Inform staff for the reasons, the changes, the process and an indication of the time frame. Ensure that affected staff would have full access to any support or information that they might require be aware that the focus might fall and make available the time that is needed. Include consultants to provide training on resume writing and interview skills, workshops where responsible senior managers speak with staff more specifically about the proposed changed within their area of responsibility and the new roles that would be opening up giving staff some impact on the final restructure.
Not acquiring for the sake of it, rather acquiring the right companies that add value to both the existing customers and to the portfolio, at the right time and the right price. Companies with good foundations thought not necessarily profitable, a fantastic niche solution that will boost the value of the customers. A win-win for all, especially the customer, an ongoing commitment to customer satisfaction. Focusing on both short- and long-term goals that are in reach and achievable and goals to strive for creating a winning culture. Having a clear vision of where the company has come from and where it is heading and communicating this clearly and regularly to customers, partners and staff. Remember to ask customers what they want, ok to make a mistake but do not make it twice.
Open Source Industry Australia OSIA – Amplifying the voice of Australian open source software industry. Open source vs proprietary: the jury’s still out.
CHIEF INFORMATION OFFICER (CIO)
Understand the importance of IT in delivering a business vision.
Adapt or die – building stronger links between IT capabilities, costs and business goals embracing new financial models enabling more flexibility, becoming more agile. Productivity gains such as fewer operational support staff members, consider using SLA service level agreements, more fully utilised technology and faster response to new demands. The technology will not be bound by its physical limits, not having to be built for its peak usage, using load sharing and a modular environment with shared technology. With the aim of reducing costs to include faster-moving, more adaptive, more flexible IT functions. It is selective reductions plus appropriate investments that will result in net savings, a much more comprehensive understanding of costs and how to manage them.
Technology in itself is no longer enough to give companies a competitive edge. There is the increasing pressure to do more with less. IT is a key factor in an organisations success – but only if it is used wisely and seen as a key component of a business solution, rather than an end in itself. Like any new technology – or even household gadget – you really do not know what you are missing until you have tasted the difference and then there is really no going back. The nice-to-haves quickly become must-haves.
When fundamental services are still paper based, the e-business offers the potential to greatly improve the performance and reduce costs. Implementing technology with an ‘effectiveness and management’ focus rather than an outcome focus considering the need to empower people with better information where and when it is needed. Outmoded practices have a significant impact on the cost, the quality of a business and business-to-business efficiencies including time savings, information sharing and access, improved data integrity, streamlining processes, improved accuracy and reduced wastage. While the system is information and knowledge rich, users do not have to spend lengthy periods navigating their way to and from the inforamtion they want.
Over time a business can implement cost benchmarking, appropriate governance arrangements, a common operating environment, standard database and operating systems, reliable back-ups, low-cost storage, transparent pricing model and accurate asset register. Get IT under control to meet customers’ needs in terms of reliability, responsiveness and cost to them. The hierarchy of needs being meet with predictability.
Adaptive organisations are enterprises that adapt to changing economic and business environments with new infrastructure such as web services, virtualisation and utility computing with budget restrictions. An enterprise business architecture, an enterprise information architecture, service-oriented architecture, publishing and intranet architecture and an enterprise solution architecture.
Achieve growth by adopting a collaborative, open and ethical internal culture. How to run the business, how to meet business needs, how to deliver on project promises? The investment needs to have value, the project properly managed, an organisation with the capacity to deliver, all proposals presented have a common format, the relevant information is available and sufficient information is available to allow fair comparative evaluations across different proposals. Both the value and the inherent risks would be communicated.
This can challenge the companies culture, organisation structures, architectures, vendor arrangements and business continuity policies. Be collaborative, share information, processes, research outcomes, network services, submitting tenders, collective buying of software and IT services. Look at expectations for gigabit speed network, wireless connections, access to online facilities, security, consistent services and return on investment.
There is the need to understand how the business works, be a good communicator with an understanding of the business environment, the competitive environment, the type of customers and the relationship with suppliers. Really know what the customers want, how they are going to deliver that, measure it, report it and check regularly, have a strategy. Investing for the future, be collaborative and share inforamtion.
Use the money an organisation has as effectively as possible, understand the value of any project or investment and clearly communicate. If employees do not understand the benefits, it diminishes any perceived value the project or investment might bring to the company, articulate the vision creating partnerships with the teams. Review staff roles, ensure salaries match industry standards, have industry job descriptions, set key performance objectives and match to project assignment briefs with a bonus scheme. Staff talent is developed and retained.
Working in isolation and lack of co-operation can bring isolation has negative impacts. Understand information technology is of value to businesses. There is always an unknown that will crop up, there is the need to have a deep understanding of your own business, the customers you’re supporting and the environment you operate within. Avoid the temptation to align with the lowest common denominator, take into account organisational capability, high-level customer expectations and the natural cycles of business.
Stronger participation from customers, meeting their expectations, establishing good relationships with point-of-sale concessions and have fresh views about improving the focus on IT to be able to stay competitive.
Outsourcing is becoming a long term business decision, acted at any time from any location by the client, providing competitive cost structures. There is a focus on information technology infrastructure and operations being taken off shore with inclusions such as call centres and online billing.
Include acceptance testing to be carried out to user satisfaction, progress reports allowing for project scope and budget to be controlled, change management required to ensure successful project installation and commercial risks minimised for a shared services environment.
Understanding organisational issues, have a vision, assess what content and inforamtion is required and figure out the best way to communicate this information to people. Improvements are always required and there’s always another challenge waiting just around the corner. Change is the only constant in any decision maker’s job, be involved in driving business efficiencies moving from a pyramid to decentralised management model that can make this possible.
Manage strategy, manage debt, manage risk, increase diversity of views and manage the business. A culture where debate is encouraged prior to a decision will build an organisation that understands its strengths and weaknesses well.
Start with with a business problem do not just get carried away with the technology, is it solvable, pilot something that can show tangible results, speak with the people who will be using the technology, what is the minimum amount of information they really need to see, give them the information they need, seek advice from experts and adopt best practices.
Users could not find the information they needed either because it was not picked up by search r navigation tools or because it was not even there. Content owners struggled to maintain their content with site development being costly. Need content management capability that is easy for people to both manage and to find information. Not only needing to find inforamtion, need to consistently find it again, easy to understand and develop a sense of community and information sharing.
Consistent global navigation tools, navigation functionality, style across the site, effectiveness of the content, exchanging information, relevant information.
The most important thing for users is content and the ability to find what they wanted, useful information. An expectation that what is wanted is linked from the home page with no need to look further, prefer to follow links than navigate through the structure with information that is easily located.
Maintaining a clear business focus, knowing about what users need, start with todays technology as there will always be something better tomorrow. If a strong foundation is developed it can be built on later.
Content management (CM) is a set of processes and technologies that supports the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information may be more specifically referred to as digital content, or simply as content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management. The process is complex enough to manage that several large and small commercial software vendors such as Interwoven and Microsoft offer content management software to control and automate significant aspects of the content lifecycle.
Content management will increasingly be combined with data management including email, digital documents, assets and records. The benefits in terms of enhancing communications and collaboration as the intranet grows organically while matching the structure of the organisation. Managing content is getting more complex as the trend to overall information management talks hold.
Improving the speed of sharing documents and collaboratively working to deliver maximum value to clients with operational efficiency and reducing the duplication of information.
Problems have arisen with business being done over email, silently slipping outside the net of formalised, paper records-keeping activities. Regulatory and legal authorities already have the right to require companies to find and supply all records of a specific activity within nominated period. There is the need for all information within an enterprise, whether paper-based or electronic to be efficiently and collectively managed.
Some of the business benefits are increased productivity with improved access to and re-use of information for sharing and collaborating, improved speed by making content easily available online decreasing business process cycle times, reduced risk when complying with regulators, improved IT efficiency reducing the investment in multiple content repository skill sets.
There is the ability to centralise sales, administration, finance, marketing and procurement systems while improving data entry and accuracy of databases for improved communication between staff and with customers. Working together and pooling resources.
Organisations need to establish specific goals and objectives for IT governance. This will require assessment of their level of dependence on IT, financial position and their exposure to risk.
Standards Australia New Standard for IT Governance - Standards Australia has published a significant new standard to support governance leaders to successfully guide major information technology (IT) projects.
Australian Institute of Company Directors – IT Governance Six principles for good IT governance Aug 08 Mark Toomey argues that British Airways could have prevented huge losses and embarrassment if it had applied the six principles for good governance of IT when opening Heathrow Terminal 5.
ISACA Information Systems Audit and Control Association – As an independent, nonprofit, global association, ISACA engages in the development, adoption and use of globally accepted, industry-leading knowledge and practices for information systems. Previously known as the Information Systems Audit and Control Association, ISACA now goes by its acronym only, to reflect the broad range of IT governance professionals it serves.
COBIT 5 – The power of COBIT 5 is in its breadth of tools, resources and guidance. The value of COBIT 5 is in how it applies to your profession. COBIT 5 is now online, search specific uses by topic area and bring the power and value of COBIT 5 to your organization.
Consumers’ Federation of Australia – IT Governance Standard to benefit consumers and organisations. IT governance is not a readily accessible issue for consumers yet the decisions made by most organisations about information technology (IT) can have great later significance, as is evident in a number of Australian IT project failures. IT supports organisations’ core functions and so IT investment choices and the contribution of IT to business capability and performance often play a significant role for future success.
ACSC Australian Cyber Security Centre – The Australian Cyber Security Centre (ACSC) brings cyber security capabilities from across the Australian Government together into a single location. It is the hub for private and public sector collaboration and information-sharing to combat cyber security threats.
Cyber Security Growth Centre—AustCyber – The Australian Cyber Security Growth Network (AustCyber) is the industry-led and not-for-profit company responsible for delivering the activities of the Cyber Security Growth Centre. The Growth Centre was first announced as part of the Australian Government’s National Innovation and Science Agenda on 7 December 2015, and is a key measure of Australia’s Cyber Security Strategy.
Checklist – do you understand the cyber risks your business is facing?
STRESS MANAGEMENT and PERSONALITY DEVELOPMENT
Stress – stressed related issues and how it is manifested, our body is affected and how our bodies show this stress, can have digestive problems, depressed, biological, exhaustion, mental health, anxious. Our body is learning to cope with stress and can start to shut down. Managing the result of stress instead of the source, it is not the stress, it is how our body responds, reacts and prepared to fights the stress. How we fight the stress on the physical, mental, psychological and spiritual level. Stress cannot be avoided. How do I respond and react to stress, slow down and choose how I want to respond. What stresses me, what is the trigger and people do not know themselves well enough. It is our own fault when we do not know our triggers, our responses and reactions and then blame someone else.
- eat right
- get a good night’s sleep
- get active
- connect with friends and family
- forming health and safety committees on the job
- increased workers say in decisions at work
- workers to have a say in the rate of work
- fitting the job to the person and ensuring that the demands of the job can be met by the person and that workers’ skills are not under-utilised
- ensuring adequate rests and breaks
- reducing demands for shift work and reducing the hours worked by an individual shift worker
- monitoring of the workplace for stress producing conditions with workers having a say in this surveillance
- minimise voluntary overtime and oppose obligatory overtime
- discuss the problems of work with other workers on the job
- before agreeing to the introduction of any new equipment or processes, demand full information on them from our employer and that it is in everyone’s best interest
What is stress?
We see it, feel it and it is hard to define. Society pushes us to attain wealth, power and success along with a great personal and family life. It can be the individual perception of losing control of their lives, a mismatch between expectations and reality. It not only arises from unpleasant and aggravating events, positive happenings like getting married and starting a new job can also create stress.
There are some conventional ways to overcome the edginess inside of us such as:
- setting a realistic goal
- new ways of doing things
- structuring relationships
- humour in life
- exercise and music
- not taking our frustration out on the wrong person
- cut out caffeine and nicotine
- nutritious food
- resolving anger
They are mental exercises attempting to become what we are not at a mental level. We need to find balance and this is what Sahaja Yoga is all about, finding balance. The power to change needs to come from within our own selves, to realise and understand oneself from within instead of tackling it from outside or foreign it mentally.
Carl Jung’s theory is that ‘everything that happens to a person is a direct result of that person’s thinking, speaking and actions’, ‘as we think so we are’. With a need for peace, contentment and more freedom in our lives can we break free fro told, stressful, unfulfilling patterns of behaviour. Happy thoughts and feelings of despair, loneliness and helplessness are the responsibility of each person, a choice. Examine old attitudes that no longer serve us, making way for new values, ideals and let go of self abuse. Self nurturing is an awareness of how you feel and what you want from life and not expecting another to do it for you. Does stress make you feel important, good, concerned for humankind. What is the pay-off. Do we create distance from people. Are your possessions who you are. Talking too much and controlling people or not talking at all forcing others to do all the work. Are you living the victim role, with frustrations and disappointment leading to chaotic thoughts and depression. Is there a need to create success bullying emotions and desires by living destructively. Has the day held something worthwhile, something exciting, is tomorrow an exciting and interesting day. Is it impossible to keep up with all you heap on your own shoulders. Is there the need to be perfect, the need for love and approval. Lack of spontaneous. A fear of verbal expression.
- self nurturing
- success craving
- lack of direction
- speaking out
By awakening the energy called Kundalini we come from the all pervading power of the Divine love and Self Realisation is the awakening of the Kundalini through the central channel, piercing the seven chakras and emerging at the top of the head, the fontanel bone area, as a gentle breeze or fountain of coolness.
Each of the seven chakras has several spiritual qualities. These qualities are intact within us, and even though they might not always be manifest, they can never be destroyed. When the Kundalini is awakened, these qualities start manifesting spontaneously and express themselves in our life. Thus, through regular meditation, we become automatically very dynamic, creative, confident and at the same time very humble, loving and compassionate. It is a process, which starts to develop by itself when the Kundalini rises and starts to nourish our chakras.
How to Stay Calm: Wellness Experts Share Their Tips. How often do you feel at peace during your morning commute, act with grace and poise during a stressful work meeting, or stay calm and serene while ushering the kids to school? Take a deep breath and visualise your life without the stress many of us accept as an inevitable part of life – now you’re already part way there! To help stay calm and savour life, we’ve put together top tips from some leading wellness experts in Australia on how you could achieve peace of mind.
SAHAJA YOGA Meditation is a meditation technique that aims to help users go beyond their thoughts to reach a state of calm. The Sahaja Yoga public program offers free meditation classes around Australia both in person and online, to help people experience the present moment and live a calmer, more fulfilling life. Once you’ve learned the technique, simply find a quiet spot to practise it for 10 minutes each day. You may find yourself enjoying a peaceful state of thoughtless awareness, and maybe even notice improvements in mental, emotional and physical wellbeing in a calmer life.
Something that actually does not exist but appears to exist, is called Mahamaya (illusion) and the whole world is like that. Whenever a thought comes, say it is not there, another thought comes, say it is not there. You have to fell this again and again. Then you will understand the meaning of word ‘NIH’, which means not. The illusion that you see is not just the illusion, but there is something beyond that.
SUGGESTIONS for FURTHER READING
Ackerman, R.J., 2002. Perfect daughters: adult daughters of alcoholics, Rev. ed. ed. Health Communications, Deerfield Beach, Fla.
Back, K., Back, K., 2005. Assertiveness at work: a practical guide to handling awkward situations. McGraw-Hill, London; Burr Ridge, IL.
Bolton, R., 1986. People skills: how to assert yourself, listen to others, and resolve conflicts, 1st Touchstone ed. ed. Simon & Schuster, New York.
Braiker, H.B., 2014. The Disease To Please: Curing The People-Pleasing Syndrome.
Bramson, R.M., 1993. Coping with difficult bosses. Brealey, London.
Cole, K., 1993. Crystal clear communication: skills for understanding and being understood, Competitive edge management series. Prentice Hall, New York.
Cornelius, H., Faire, S., 1994. Everyone can win: how to resolve conflict. Simon & Schuster, Pymble, N.S.W. London.
Covey, S.R., 2004. The 7 habits of highly effective people: restoring the character ethic, Rev. ed. ed. Free Press, New York.
DeVito, J.A., 2013. The interpersonal communication book, 13th ed. ed. Pearson, Boston.
Dwyer, J., 2012. The business communication handbook. Pearson Australia, Frenchs Forest, N.S.W.
Engholm, C., 1991. When business East meets business West: the guide to practice and protocol in the Pacific Rim. Wiley, New York.
Foster, D.A., 1992. Bargaining across borders: how to negotiate business successfully anywhere in the world. McGraw-Hill, New York.
Frankl, V.E., 2006. Man’s search for meaning, Mini book ed. ed. Beacon Press, Boston.
Goleman, D., 2006a. Emotional intelligence, Bantam 10th anniversary hardcover ed. ed. Bantam Books, New York.
Goleman, D., 2006b. Working with emotional intelligence, Bantam trade paperback reissue ed. ed. Bantam Books, New York.
Greene, R., Elffers, J., 1998. The 48 laws of power, 1st ed. ed. Viking, New York.
Griggs, L., Louw, L.-L. (Eds.), 1995. Valuing diversity: new tools for a new reality. McGraw-Hill, New York.
Harris, P.R., Moran, R.T., Moran, S.V., 2004. Managing cultural differences. Global leadership strategies for the 21st century, 6th ed. ed, Managing cultural differences series. Elsevier/Butterworth-Heinemann, Amsterdam ; Boston.
Henderson, G., 1994. Cultural diversity in the workplace: issues and strategies. Praeger, Westport, Conn.
Herriot, P., Pemberton, C., 1995. Competitive advantage through diversity: organizational learning from difference. Sage Publications, London ; Thousand Oaks, Calif.
Hickson, D.J., Pugh, D.S., 2001. Management worldwide: distictive styles amid globalization, 2. ed., new enhanced ed. ed, Penguin business. London [u.a.]: Penguin Books.
Hill, N., Pell, A.R., 2004. Think and grow rich. Vermilion, London.
Irwin, H., 1996. Communicating with Asia: understanding people and customs. Allen & Unwin, St. Leonards, NSW, Australia.
Isaacs, W., 1999. Dialogue and the art of thinking together: a pioneering approach to communicating in business and in life, 1st ed. ed. Currency, New York.
Kushner, H.S., 2002. When bad things happen to good people, 20th anniversary ed. with a new introduction. ed. Pan Books, London.
Marston, W.M., 1989. Emotions of normal people. By William Moulton Marston with a new introd. by S. H. Irvine. Thomas Lyster, Ormskirk.
McCarthy, P., Sheehan, M., Wilkie, W. (Eds.), 1996. Bullying: from backyard to boardroom. Millennium Books, Alexandria, N.S.W.
McGraw, P.C., 2001. Self matters: creating your life from the inside out. Simon & Schuster Source, New York.
Norwood, R., 2008. Women who love too much: when you keep wishing and hoping he’ll change. Arrow, London.
O’Sullivan, K., 1994. Understanding ways: communicating between cultures. Hale & Iremonger, Sydney, NSW.
Powell, D.R.J., 2005. Spirit intelligence: 175 practical keys for inspiring your life and business. Thorogood, London.
Segal, J., 1997. Raising your emotional intelligence: a practical guide, 1st ed. ed. H. Holt, New York.
Storti, C., 2007. The art of crossing cultures, 2. ed. ed. Nicholas Brealey Publ, Boston, Mass., London.
Taylor, A. (Ed.), 1992. Communicating, 6th ed. ed. Prentice Hall, Englewood Cliffs, N.J.
Tolle, E., 2011. The power of now: a guide to spiritual enlightenment. Hodder and Stoughton, London.
Warner, J., 2002. Cultural diversity and awareness profile: packet of 5. Human Resource Developmen, Place of publication not identified.
Wholey, D. (Ed.), 1988. Becoming your own parent: the solution for adult children of alcoholic and other dysfunctional families, 1st ed. ed. Doubleday, New York.
Wilson, P., 1999. Calm at work. Plume, New York.
Woititz, J.G., 2000. Adult children of alcoholics, Expanded ed. ed. Health Communications, Deerfield Beach, Fla.
Zuker, E., 1989. The assertive manager: positive skills at work for you, 1st AMACOM pbk. ed. ed. AMACOM, New York, NY.