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JPA Master Class Series – Session 2

Leading and Working with Teams
Tuesday 8 April 2013 (9.00 to 16.30)
The Grand Connaught Rooms, 61-65 Great Queen Street, London WC2B 5DA

“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare”

Patrick Lencioni, The Five Dysfunctions of a Team (2002)

Overview

With the move to flatter organisational structures, more complex processes and an increase in global working, successful teamwork has become synonymous with business success.  Yet efforts to create high performing teams so often fail because the basics of good teamwork are overlooked.  This practical Master Class will help you to understand how teams develop, what makes them successful and why they fail.  You will develop and practice essential team skills including the skills involved in leading virtual and complex teams.  Whether you’re a team player or a team leader this Master Class will give you the tools and techniques you need to achieve peak performance.
 

How much does it cost?

The Master Class fee is £235 per delegate payable at the time of booking.

The fee includes all materials and refreshments including lunch.
 

Available for bookings shortly

 

Where is the Master Class being held?

The Grand Connaught Rooms, 61-65 Great Queen St, London WC2B 5DA. The venue is easily accessible and close to all London transport links. The nearest tube is Holborn which is served by the Central and Piccadilly lines.

 

JPA Master Class Policy

JPA accepts firm bookings through the JPA website – in making such bookings clients accept our bookings and cancellation policy.

Provisional bookings may be made but must be confirmed at least 30 days before the course date or else they will be considered a firm booking and will be subject to our standard booking and cancellation policy.

Confirmed bookings may be cancelled up to 21 days from the course start date without any penalty. Cancellation within 21 days of the course start date will mean that the full fee is payable for the course and there will be no refund. We will however consider transferring your place to another course date if a suitable course and place is available.

Name substitutions can be made at any time before the course without penalty.

Only one discount can be used per booking.

JPA does not store credit card details nor do we share customer details with any 3rd parties.

JPA reserves the right to cancel a course if insufficient bookings have been received. Delegates will be offered an alternative date or a full refund of the course fee. We reserve the right to make changes to the programme and the right to refuse any booking.

 

 

 

 

Privacy Policy

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This privacy policy is for this website www.jeanettepurcell.com and served by Jeanette Purcell Associates and governs the privacy of its users who choose to use it.

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Resources & Further Information

Free Website Privacy Policy written by Jamie King Media – SEO Pembrokeshire © 2013 – v.2.0 April 2013

Are you listening to your clients?

I was talking to a group of business people recently on the subject of winning and keeping clients.   We agreed that face to face conversations with clients are the best opportunity you have to win them over.  It’s a shame then, that this critical stage in the process is often poorly managed.   When we’ve done all our marketing and networking and have actually got a hot prospect who is willing to sit down and have a discussion with us, we go and mess it up.  Why is this?  Most of the time it’s because we are so intent on selling our product or idea that we forget to listen.  Remember, the aim is not to dump information on the client. Rather, the intention is to identify what their problem or challenge is, show how your product or service can help them and then elicit a positive response.

So a large part of the conversation will involve listening to the client, asking them questions and being interested in what they are saying.  Sounds easy doesn’t it?  It’s not.  Listening patiently is hard – we are all too eager to say our piece and  jump in with our solutions.  But if you can spend time allowing your client to talk, and being genuinely interested, they will be delighted and impressed.   And that’s how you begin to establish a sustainable trusting relationship – the kind of relationships that are more likely to bring you business.  Because we tend to do business with people we like and trust.

(copyright Jeanette Purcell Associates)

A colleague of mine, Jamie Hancox of ‘buyingtime’ (http://www.buyingtime.co.uk/), gave me the idea of describing  the perfect client conversation.   So I created this diagram to show the key stages of the discussion (see above).  This format is not intended to be prescriptive.  It simply illustrates just how much time is spent on understanding the client and diagnosing their needs.  Of course, you still have to describe the benefits of what you do and you have to close the sale (it’s all too easy to shy away from this crucial bit!) but those parts take up relatively less time.

Remember, companies do not make the decision to hire or buy. People do.  The relationship you build with people in your client organisations is crucial to your business.  Try listening, it’s very effective.

Why coaching works

coaching

Some people baulk at the cost of coaching but, when you consider the value of coaching when compared to other forms of training, it suddenly becomes an investment worth making.  Why does coaching work?

  • It’s a one-to-one exercise where all the attention and focus is on you.  You get to decide what you want to achieve and what specific topics you want to discuss at each session.
  • You get to think aloud and talk through issues with an expert who will guide you through the problem-solving process.  No one is judging you and there are no interruptions or distractions for the duration of your session.
  • You get an opportunity to try out new ideas or behaviours in a supportive environment.  Rehearse a presentation or a difficult conversation and get some professional feedback and constructive suggestions for improvement.
  • You can measure your progress.  Any good coach will talk to you about what you want to achieve by the end of the programme and how success will be measured.  People assume that the benefits of coaching or training can’t be measured –  they can!

Choose your coach wisely.  They should be someone with real business experience as well as coaching experience.  And you should feel entirely comfortable with them – ask for a trial session before you commit.  With the right coach you will quickly recognise the benefits of coaching – it’s a small investment for a significant return.

How personal impact can make the difference

personal impact

As a Trustee of a Community Trust in South East London I was recently involved in the appointment of a full-time youth worker. There was a lot of interest in the position and interviews were held with six short-listed candidates.  The interview panel asked each candidate the same questions and carefully scored each person against their ability to meet the requirements of the job. At the end of a long day two candidates stood out from the others and both had achieved exactly the same score. How to choose between them?

The interview panel began to discuss which candidate came across best in the interview.  We discussed ‘likeability’ – something that’s hard to define but often referred to as ‘personal impact’.  For two candidates, both equal in terms of their skills and experiences, it was the positive impact they made with the panel that made the crucial difference. What does personal impact mean and how do we know it when we see it?   There are probably three key factors that help to achieve personal impact:

  • A smile is so important – it conveys warmth and enthusiasm. When you smile you are letting others know that you are feeling positive and enjoying their company.
  • Positive body language. The candidate we interviewed who sat back in the chair with their arms folded was less engaging than the one who sat forward keeping an open posture. A little animation when you are talking helps to demonstrate eagerness and interest in the discussion.
  • Authenticity. People who come across as genuine, honest and human almost always generate a positive response from others. Be yourself, admit your weaknesses (we all have them!), show genuine concern and interest in what you do.  Others will believe in you and warm to you as a result.

Personal impact is not easy to define, but with some attention to the way you look, move and talk it can be acquired. What’s more, it is as important to a youth worker as it is to any leader. Skills and experience can get you so far, personal impact makes the difference.

DON’T MISS THE JPA MASTER CLASS “PERSONAL IMPACT AND CONFIDENT NETWORKING” ON 10 DECEMBER 2013.

VISIT www.jeanettepurcell.com/jpa-master-class-series/   FOR MORE DETAILS.

 

 

JPA Master Class Series Ticket Office

JPA Master Class Series

Next session:
Effective Communication – anyone, anytime, anywhere
Tuesday 8 July 2014

Overview

You don’t have to be an extrovert or the life and soul of the party to have personal impact. But any leader will tell you that success in business requires a high level of confidence, polish and professionalism. This personal impact Master Class will give you the skills and techniques you need to present yourself in a positive way and to become a confident networker. Delivered by Jeanette Purcell, international leadership specialist and experienced public speaker, the course is practical and fun. Jeanette’s promise is that you will leave the Master Class with a range of tools and ideas that can be applied immediately and will make a positive difference to the way you work.

Who should attend?

This Master Class is for managers and senior partners working in large or small organisations, consultants and anyone who needs to promote themselves externally or internally. If you network, talk to clients or simply need to make a more positive impact with people, you will benefit from this Master Class.

What does it cover?

  • Understanding the power of networking and the benefits of building better business connections.
  • Myth-busting. Overcoming obstacles and challenging common perceptions of networkingskills
  • Maximising your personal impact. Walking and talking with confidence.
  • Presenting yourself in a powerful, memorable and positive way
  • Networking ‘know-how’. The tools and techniques that help you to build better networks.

 

“My objective is to persuade people that the investment they make in developing their networks will result in tangible rewards and benefiits. I have delivered this Master Class to a range of international audiences and the feedback is overwhelmingly positive. I think what people appreciate is the practical nature of the course and my ability to make networking an exciting prospect rather than a daunting chore. As one delegate said recently: ‘You were inspirational. I have already put what I have learnt into practice and it worked!”

 

 

What will I gain as a result of attending the Master Class?

  • A new level of self-awareness about what makes you unique and interesting to others
  • The ability to present yourself in a powerful and memorable way
  • New techniques for communicating and interacting effectively
  • The confidence to network and build successful business relationships
  • A plan for applying what you have learnt and achieving a sustainable improvement

 

What will I take away?

Training that lasts – A plan that will enable you to apply all that you’ve learned on an ongoing basis…

A Senior Manager for a multi-national firm attended the Master Class in 2013 and applied their new networking skills to address the fall out from a UK-wide restructuring exercise. Internal networks and a mentoring initiative was established to rebuild critical business connections, re-energise staff and support information exchange between business units. These initiatives resulted in significant improvements in efficiency, better communication and higher levels of staff engagement across the company.

FREE 15 minute 1 to 1 follow up coaching session.

 

How much does it cost?

The Master Class fee is £235 per delegate payable at the time of booking.

The fee is all inclusive and covers all materials and refreshments including a three course buffet lunch.

 

Multiple Bookings Discount

Where multiple bookings are made the discounted fee of £195 per delegate will apply regardless of when the booking is made.

 

Where is the Master Class being held?

The Grand Connaught Rooms, 61-65 Great Queen St, London WC2B 5DA. The venue is easily accessible and close to all London transport links. The nearest tube is Holborn which is served by the Central and Piccadilly lines.

Click here to book your tickets

 

Coming up in JPA’s Master Class Series

Effective communication
– anyone, anytime, anywhere
8 July 2014

5 essential leadership lessons
16 September 2014

Working effectively with Trustees
4 November 2014

 

JPA Master Class Policy

JPA accepts firm bookings through the JPA website – in making such bookings clients accept our bookings and cancellation policy.

Provisional bookings may be made but must be confirmed at least 30 days before the course date or else they will be considered a firm booking and will be subject to our standard booking and cancellation policy.

Confirmed bookings may be cancelled up to 21 days from the course start date without any penalty. Cancellation within 21 days of the course start date will mean that the full fee is payable for the course and there will be no refund. We will however consider transferring your place to another course date if a suitable course and place is available.

Name substitutions can be made at any time before the course without penalty.

Only one discount can be used per booking.

JPA does not store credit card details nor do we share customer details with any 3rd parties.

JPA reserves the right to cancel a course if insufficient bookings have been received. Delegates will be offered an alternative date or a full refund of the course fee. We reserve the right to make changes to the programme and the right to refuse any booking.

 

 

 

 

How to manage the pain of change

ostrich

While working on a major change management project I have been thinking about the nature of change and what it takes to manage the process successfully. It strikes me that many businesses struggle with an apparent tension between the desire to define their organisation’s strategy and structure for the foreseeable future, and the recognition that their world is in a constant state of flux. Of course the harsh reality is that, while the long term vision can remain constant, a company’s strategy must be flexible and capable of modification to reflect ever-changing internal and external environments.

The issues that arise in any change project are as much to do with people as process. Leading transformation successfully involves a deep understanding of people and their behaviour, knowing what is likely to motivate people to do things differently, why they resist change and how to communicate effectively throughout the process. It also involves identifying the people who are going to help you in your mission (the ‘change champions’) and those who are likely to generate conflict and hostility. The process nearly always involves taking some tough decisions about people and are likely to lead to difficult conversations with those who cannot cope with the transformation or the planned future. These people issues are probably the most difficult for any leader to manage successfully. What can we do to help people through change?

The process works best if your team works in an environment that enables change. In such a setting they are more likely to respond positively to the change you want to make. To create a ‘change-ready’ environment consider the following:

• Regularly set the expectation that things will change and continue to change

• Explicitly encourage and recognise behaviours that support or enable change

• Support continuous innovation and improvement in working practices

• Give your team familiarity with change. Involve them in change projects

• Establish a culture that values flexibility and encourages flexible ways of working . In this way people are less inclined to feel they own a job or have various entitlements that might hold up the change process.

Change projects may be large scale but never forget that change happens at the individual level. You can’t necessarily deal with everyone individually but certain steps should be taken to consider how your people will fit into the new scenario. Consider the following questions for each person affected by the change:

• Do they understand the change and what it means for their role?

• Are they capable of working in the new set up? Who needs coaching or training?

• Are they willing to work in the new set up

• Are they motivated to work differently without reverting to the old ways of working

As the saying goes “We change our behaviour when the pain of staying the same becomes greater than the pain of changing.” Pain is an inevitable aspect of change. But however uncomfortable or difficult it may be, you must be able to manage change successfully. Change is not an occasional event but an ongoing part of every manager’s job.

 

Andy Murray – feel the love!

Andy Murray

I’m sure I wasn’t the only person to shed a tear at the sight of Andy Murray lifting the Wimbledon trophy above his head on Sunday. It was a fantastic, hard-won and emotional victory. Reflecting on Andy Murray’s progress over the last few years I realised that emotion has played a major part in his development as a player and has contributed to the remarkable increase in his fan-base. Success is often helped by having a loyal and strong following – in sport as well as in business – and it is important to understand that emotion is a key factor in both contexts.

Three years ago Andy Murray was a difficult character to like. He had a fan-base but had not earned a great deal of support from the general public. He was criticised for being moody and stony-faced – someone who was so focussed on his sport that he was a ‘closed-book’ to observers. That all changed last year when, on losing the Wimbledon final to Roger Federer, Murray found it hard to speak through his tears of disappointment. These were not carefully planned tears, put on for PR purposes, but genuine sobs that he tried so hard to fight back. It was this display of emotion that won him support and affection from a wider audience. What people saw on that day was a human being with emotions and feelings like everyone else. Here was a man who, in that emotional interview, showed the world how badly he wanted to win and how deeply he felt his failure. And by displaying that emotion, albeit not in a calculated way, Andy Murray won the hearts of people who, from then on, would follow him more closely and with more commitment than before.

In the business context we can see that sometimes it is necessary for followers to see the human side of their leader. The tough, macho style of leadership is becoming a thing of the past. People give their commitment and loyalty to those who are capable of displaying emotion now and again. No one wants a leader who sobs at every set-back or who flies into a rage when things don’t go as planned. But neither are we attracted to those whose steely determination to succeed makes them unapproachable, insensitive and detached. We need some kind of human connection with leaders before we are ready to make an emotional commitment to them in return. And it is the leader who is prepared to show some passion and sensitivity who is likely to win that level of commitment.

I cried for Andy Murray because I had witnessed his own tears a year ago. Like so many other people I supported him because I knew just how important winning was to him. That emotional connection with those who we follow is as important in business as it is in sport. Well done Andy, and feel the love!

 

How to create a winning bid

When did you last win a major piece of work without having to put in a bid?  Doesn’t happen very often does it? At the very least you or your company will probably be used to writing proposals on a regular basis, or submitting statements about why you should be given the job.

Not many years ago tendering was largely associated with large supplier contracts or with public sector procurement.  Now, bidding for work is common practice for most organisations.  In a heavily regulated environment, companies are under pressure to manage risk, act with integrity and to demonstrate transparency in all their dealings – especially with their suppliers.  Jobs for the boys are a thing of the past.  It takes more than a quick chat and a handshake to win work these days.

Often the task of preparing a proposal or bid falls to staff who lack the required training and skills.  They may be senior managers, they may be experts in their own field, but have they had any experience in bidding?  Do they really know what makes a winning bid?  For such a crucial task it is surprising that companies don’t spend more time developing staff in this area.  Putting together a tender is not difficult, but knowing more about the process, the pitfalls and what makes a winning bid can make all the difference.

There is always the context to take into account when helping businesses to create winning bids.  What is the company trying to achieve? How is the company positioned?  What are its strengths and how are they communicated?  When I am working with teams or individuals on the subject of bidding, the answers to these questions inform the design, content and presentation of the bid document.   There are also some general tips and techniques which help to create the perfect bid.  My top ten tips are at the end of this article.  If I had to highlight one tip it is the importance of asking questions.  In my experience people are reluctant to enter into a dialogue with a buyer or prospective client during the bidding process.   They are even more anxious about asking questions, fearing this will be taken as a sign or ignorance or weakness.  On the contrary, asking intelligent, questions demonstrates that you are interested and want to ensure that your bid is relevant, useful and informative.  It also helps you to build a relationship with the buyer.  And evidence shows that buyers tend to give the job to people they know they can work with.

The old boy network may be a thing of the past, but relationships still matter!  Download JPA’s Top Ten Tips for creating a winning bid here:   Top Tips for creating a winning bid

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