Building up on the previous successful events with international speakers visiting Malta, we are proud to announce that our next speaker is Dr Dorian Dugmore, President and Founder, Wellness International Ltd.
To learn more about Dr Dugmore, please click here.
We are pleased to announce our next speaker event. Nigel Risner, an internationally acclaimed speaker, will be delivering a talk entitled “Creating Impact as a Leader” on Friday 27 May between 08.30 and 12 noon at the Corinthia San Gorg.
For further information about this event, please click here.
The notion that all of us possess leadership potential may be true, but the question whether we are going to be effective leaders depend on a lot of factors. Appropriate and adequate leadership training is essential in nurturing the leadership potentials of everyone, which is why in a business setting, giving your employees the opportunity to enhance their leadership skills and capabilities help them to realize their role in the company. More importantly, leadership training and development when delivered effectively transforms your employees into productive assets.
Whether or not you are in the top level management, your mere recognition of the value of leadership development to your company and your effort to incorporate it to your business culture opens a lot of opportunities. Jeffrey Immelt, GE’s CEO and one of the big names in the business world said that leadership training and development is an important business strategy that has kept GE as one of the most successful companies in the world. He also said that investing on the leadership training of your employees is a two-way investment. Firstly, your company benefits from the newly acquired skills of your employees. Consequently, your employees grow and improve from the fresh perspectives they get on their leadership trainings.
When you cultivate your employees leadership skills, they develop their communication skills, they start to have initiatives and their morale are boosted. An enhanced communication skill, increased initiatives and boosted morale all help shape organizational behavior, and therefore, assists in directing the company into a single and unified goal. It is not just about training people to perform best at what they do. More importantly, leadership development improves the over-all quality of service you provide to your customers.
Companies that value their employees should give them space to grow. And the best way for them to achieve growth is to emerge them into activities that will realise their leadership potentials. Successful companies all over the globe got to where they are now because they recognised the potentials of their employees and allocated resources for trainings to make them the best that they can be.
Self Leadership International is a provider of leadership development and leadership training programs for companies based in Singapore and other countries in Asia. Andrew Bryant, one of their resource speakers, is a recognised authority in leadership training and development. SLI Singapore also have an impressive line up of motivational speakers or inspirational speakers to cater to your company’s needs. If you are a company committed to explore all possible means to develop your employees on all levels, then a leadership training and development can help jump start your business
to success.
Read more: http://www.articlesbase.com/leadership-articles/how-companies-benefit-from-leadership-development-3724131.html#ixzz16rBuI28L
Under Creative Commons License: Attribution
Posted in Management & Leadership
Tagged Leadership, Management Theory, Management Tips, People Management
by Mark J Galea
John Doe works as a Manager in the City and has 26 people reporting to him. He has just found out that his invitation to attend a charity ball has never reached him and he got to know about this event just a few hours before. To make matters worse, he doesn’t have a tuxedo and a smart pair of black leather shoes, so he decides to buy the tux and the shoes in between tasks.
On his way to a meeting, he passes in front of a shop that sells suits and tuxedos, but since he has only got 5 minutes to spare, he decides to buy the tux and the shoes without trying them on. He figures that since he knows his suit size and shoe size, he shouldn’t waste time trying them on – otherwise he’ll be late for his next meeting – so he leaves the shop feeling happy that he has accomplished another task: another box from the long list is ticked.
As soon as he puts his tux on, John finds out that the it is two sizes too big and that the shoes are a size too small! Despite this, he decides that his presence at the ball is more important than his appearance and comfort, so he heads to the ball just the same.
This short story may seem too far-fetched. “Who would be so stupid to do such a thing?” I hear you say. Well, when it comes to clothes I think that no one would do what John Doe did, but where people are concerned, it seems to be a different matter altogether.
Admittedly people management is not as easy as buying clothes and shoes, and perhaps that’s the reason why creatures like me get a kick out of managing people. Finding the right fit is one of the commonest underlying principles in people management. It is paramount in day to day management, task assignment, succession planning and above all: recruitment as that’s where it all starts.
For the John Does of this world, the most important thing is to put bums on seats. They work on the maxim that no employees = no output, and no output = bad departmental performance. While there may be some truth in this belief, the reality is that this is a very short sighted strategy. Like our John Doe who thought that since he knew his tux and shoe size he did not need to try the clothes on, bypassing a part of the recruitment process (the part that ensures that the candidate has the required qualities, skills, talents and attitudes for the role) will yield painful results like lack of productivity.
Admittedly, we all need to meet our targets, but the repercussions of a wrong recruitment placement can lead to disastrous results. Having the wrong person in the wrong role will end up in bad performance from that employee thus affecting the overall departmental output. Additionally, this will compel the manager to focus on tasks that she or he shouldn’t be focusing on like managing conflicts and frustrations of the team while managing the employee’s performance.
Going back to our scenario, it would have only taken a minute for John Doe to try his shoes on, but because he decided to bypass that process, he had to endure hours of pain because his shoes were too small. The ratio of time in agony against the time to try the shoes on is huge. Hiring the wrong person is no different to John Doe’s experience, and neither are the results.
Someone who is rootless would claim that the most important thing to do in the business world is to meet deadlines, and if the people hired to meet the deadline don’t deliver, then no time should be wasted on performance management. They should be replaced immediately. Apart from the questionable ethical principles of this approach, such an attitude will brand the employer as a bad one therefore rendering itself less appealing to good candidates. Furthermore, a constant influx of new employees will have a negative impact on productivity, which in turn has a direct impact on . . . . the bottom line.
If you’re looking for a gold medal in the 100m race, you would hire a sprinter not a marathon champion. If you’re looking for someone to paint your own portrait, you would commission an artist not a plasterer. The same rules apply in the business world.
This article was published in this month’s iGaming Business Magazine.
A man flying in a hot air balloon realised that he was lost. Reducing altitude, he spotted a man on the ground and descended to shouting range.
“Excuse me,” he shouted. “Can you help me? I promised my friend I would meet him a half hour ago, but I don’t know where I am.”
The man below responded: “Yes. You are in a hot air balloon, hovering approximately 30 feet above this field. You are between 40 and 42 degrees North Latitude, and between 58 and 60 degrees West Longitude.”
“You must be an engineer,” responded the balloonist.
“I am,” the man replied. “How did you know?”
“Well,” said the balloonist, “everything you have told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost.”
Whereupon the man on the ground responded, “You must be a manager.”
“That I am” replied the balloonist, “but how did you know?”
“Well,” said the man, “you don’t know where you are, or where you’re going. You have made a promise which you have no idea how to keep, and you expect me to solve your problem. The fact is you are in the exact same position you were before we met, but now it is somehow my fault.”
Since it’s a Public Holiday in Malta today, we decided to post a lighthearted Management joke with you.
Needless to say, this story is completely fictitious, but it delivers a powerful message to Managers who shoot from the hip. Enjoy. . . . . . .
If you’ve ever worked for a boss that reacts before getting the facts and thinking things through, you will love this story…..
Arcelor-Mittal Steel, feeling it was time for a shake-up, hired a new CEO and he was determined to rid the company of all slackers.
On a tour of the facilities, the new CEO noticed a guy leaning against a wall. The room was full of workers and he wanted to let them know that he meant business. He walked up to the guy at the wall and asked, ‘How much money do you make a week?’
A little surprised, the young man looked at him and replied, “I make about $400 a week. Why?”
The CEO then handed the guy $1,600 in cash and screamed, “Here’s four weeks’ pay, now GET OUT and don’t come back!”
The guy left without saying a word to the CEO.
Feeling pretty good about himself, the CEO looked around the room and asked, ‘Does anyone want to tell me what that goof-ball did here? ‘ From across the room came a voice, “Pizza delivery guy from Domino’s.”
An anecdote about time management, challenging habits and questioning procedures, challenging assumptions and belief systems
Apparently this is based on a true incident. A quality management consultant was visiting a small and somewhat antiquated English manufacturing company, to advise on improving general operating efficiency.
The advisor was reviewing a particular daily report which dealt with aspects of productivity, absentee rates, machine failure, down-time, etc. The report was completed manually onto a photocopied proforma that was several generations away from the original master-copy, so its headings and descriptions were quite difficult to understand.
The photocopied forms were particularly fuzzy at the top-right corner, where a small box had a heading that was not clear at all. The advisor was interested to note that the figure ’0′ had been written in every daily report for the past year.
On questioning the members of staff who completed the report, they told him that they always put a zero in that box, and when he asked them why they looked at each other blankly. “Hmmm.., I’m not sure about that,” they each said, “I guess we’ve just always done it that way.”
Intrigued, the consultant visited the archives to see if he could find a clearer form, to discover what was originally being reported and whether it actually held any significance. When he found the old reports, he saw that the zero return had continued uninterrupted for as far back as the records extended – at least the past thirty years – but none of the forms was any clearer than those presently in use.
A little frustrated, he packed away the old papers and turned to leave the room, but something caught his eye. In another box he noticed a folder, promisingly titled ‘master forms’.
Sure enough inside it he found the original daily report proforma master-copy, in pristine condition. In the top right corner was the mysterious box, with the heading clearly shown …… ‘Number of Air Raids Today’.
John Adair’s Action Centred Leadership – a model for team leadership and management
John Adair’s simple Action-Centred Leadership model (action-centred if you prefer the US spelling) provides a great blueprint for leadership and the management of any team, group or organisation. Action Centred Leadership is also a simple leadership and management model, which makes it easy to remember and apply, and to adapt for your own situation.
Good managers and leaders should have full command of the three main areas of the Action Centred Leadership model, and should be able to use each of the elements according to the situation. Being able to do all of these things, and keep the right balance, gets results, builds morale, improves quality, develops teams and productivity, and is the mark of a successful manager and leader.
John Adair’s Action-Centred Leadership Model
The three parts of Adair’s Action-Centred Leadership model are commonly represented by three overlapping circles, which is a trademark belonging to John Adair, and used here with his permission. Adair’s famous ‘three circles’ model is one of the most recognizable and iconic symbols within management theory. When you refer to this diagram for teaching and training purposes please attribute it to John Adair, and help preserve the integrity and origins of this excellent model.
John Adair’s Action-Centred Leadership model is represented by Adair’s ‘three circles’ diagram, which illustrates Adair’s three core management responsibilities:
John Adair’s action-centred leadership task-team-individual model adapts extremely well (as below) for the demands of modern business management. When using it in your own environment think about the aspects of performance necessary for success in your own situation, and incorporate local relevant factors into the model to create your own interpretation. This will give you a very useful management framework:
Your responsibilities as a manager for achieving the task are:
Your responsibilities as a manager for the group are:
Your responsibilities as a manager for each individual are:
An excerpt from http://www.businessballs.com
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