Tuesday 8 December is Plain English Day! Here's a great example of how-not-to-do-it...
A ‘research team’ proceeded towards the apex of a natural geological
protuberance. The purpose of their expedition – the procurement of a sample
of fluid hydride of oxygen in a large vessel, the exact size of which was
unspecified.
One member of the team precipitately descended sustaining severe fractural
damage to the upper cranial portion of his anatomical structure. Subsequently, the second member of the team performed a self rotational translation
orientated in the direction taken by the first member.
So who are these mysterious people? Jack and Jill of course!
Liz Kentish the FM Coach is an expert in resolving communication problems for FMs. Call her now on 07717 787077 or email coach@lizkentishcoaching.co.uk for a free copy of Effective Communication Skills for FM Professionals.
Tuesday 8 December 2009
Wednesday 25 November 2009
Confidence sapping friends & colleagues
The people whom you have the most contact with and hang around will have either a positive or negative affect on your levels of self-esteem and confidence.
We all know those people who are positive, happy and joyful to be around. How do they make you feel?
Yes, they make you feel the same! They can bring zest into a boring atmosphere and can fill the room with positive, can do vibes that has a knock on effect onto everyone else.
We also know of those people who could moan for their country!
They never had the opportunities, they are always putting people down, they don’t like others to be successful, they are jealous and are negative thinkers - need I go on!
These people drain your energy and bring you down to their level, a million miles away from the level that YOU want to be operating on.
So what should you do to make sure that the people who you hang around with empower and support what you stand for rather than bring you down all of the time?
1. You have the power to choose who you hang around with. Ideally you want happy, vibrant and positive people.
2. If you have good friends who are negative and yet you still want to hang around them, make a point of letting them know how you feel – if they are a true friend they will respect you for this. If they are negative from time to time just acknowledge that this is what they are like and block out the negativity.
3. The same can be said with family. Your more mature family members have behaviours that have been conditioned for years and years and from different eras. Appreciate where they have come from and as in number 2 above, elicit and select the information that filters through to your brain.
4. Remember, that nothing has meaning in life except the meaning that you give it.
We all know those people who are positive, happy and joyful to be around. How do they make you feel?
Yes, they make you feel the same! They can bring zest into a boring atmosphere and can fill the room with positive, can do vibes that has a knock on effect onto everyone else.
We also know of those people who could moan for their country!
They never had the opportunities, they are always putting people down, they don’t like others to be successful, they are jealous and are negative thinkers - need I go on!
These people drain your energy and bring you down to their level, a million miles away from the level that YOU want to be operating on.
So what should you do to make sure that the people who you hang around with empower and support what you stand for rather than bring you down all of the time?
1. You have the power to choose who you hang around with. Ideally you want happy, vibrant and positive people.
2. If you have good friends who are negative and yet you still want to hang around them, make a point of letting them know how you feel – if they are a true friend they will respect you for this. If they are negative from time to time just acknowledge that this is what they are like and block out the negativity.
3. The same can be said with family. Your more mature family members have behaviours that have been conditioned for years and years and from different eras. Appreciate where they have come from and as in number 2 above, elicit and select the information that filters through to your brain.
4. Remember, that nothing has meaning in life except the meaning that you give it.
Things to do today, to make a difference
1. Say 'thank you' to everyone who gives you service today - good or bad
2. Phone that friend you've been meaning to call for ages
3. Buy a copy of the Big Issue
4. Wish an American friend Happy Thanksgiving for tomorrow
5. Do something for someone else, without them knowing
6. Buy and read a newspaper you would never normally read
7. Listen to a new piece of music
8. Try to find a positive in everything that happens to you, and around you, today
9. Find a club or network you've been meaning to join for ages, and join!
10.Set up your own blog or twitter account
2. Phone that friend you've been meaning to call for ages
3. Buy a copy of the Big Issue
4. Wish an American friend Happy Thanksgiving for tomorrow
5. Do something for someone else, without them knowing
6. Buy and read a newspaper you would never normally read
7. Listen to a new piece of music
8. Try to find a positive in everything that happens to you, and around you, today
9. Find a club or network you've been meaning to join for ages, and join!
10.Set up your own blog or twitter account
Friday 30 October 2009
Sustainability applies to people too!
I’m worried. It seems to me that our sector is becoming more concerned about the effectiveness of our buildings and plant, and less concerned about our people. If you find something unexpected with, for example a chiller unit, what do you do? Take action! Why? Because it’s critical to the running of the building, right? You might call in an engineer, increase the number of checks, replace a filter – you do whatever is needed to get the chiller unit working effectively again.
But what do we do for our people?
Pressure is a typical aspect of modern life and particularly in the work environment. We ask a lot of the people who work for us - continuous improvement, commitment, long hours, loyalty, innovation, creativity. Things are no easier outside work with most people juggling the demands of their job with family, hobbies, friends and numerous other commitments.
Pressure in itself is not however inherently bad. It’s when pressure goes beyond our ability to cope that problems arise. When our people are in their ‘stretch zone’ rather than their ‘comfort zone’ they are usually highly engaged, innovative, productive and, as long as they are not permanently stretched in one single direction, highly satisfied and motivated. Most organisations understand this, but are not so able to recognise when teams are sliding from ‘stretch’ into ‘panic’. At this point their performance starts to diminish rapidly.
Often employers are not aware that there is a problem until pressure has increased to a level where the employee feels overwhelmed, by which time the situation is more obvious but harder to recover from.
So, if you again compare the faulty chiller unit with the people working for you, we need a way to check in before the pressure is too much to bear.
One of the quickest and most productive ways of doing this is by having ‘leadership conversations’ with your people. You need to gain a clear understanding of their performance and find out which ‘zone’ they are spending most time in.
We can do this for you, as it’s often easier to bring in outside experts to assess how effective your people are in terms of their coping mechanisms. But if you want to make a start yourself, here are some sample questions to ask yourself and your teams:
• Which teams are coping well? How do they approach their issues? How can other teams learn from their experience?
• How can we help individuals change their approach and so get better outcomes for them personally and for the team?
• What else would improve as a result?
• What knowledge, experience, resources do you already have in the organisation to help?
• What might be the first small step?
To find out more about ensuring high performance without pushing your people into 'panic' contact Liz Kentish The FM Coach now on 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
But what do we do for our people?
Pressure is a typical aspect of modern life and particularly in the work environment. We ask a lot of the people who work for us - continuous improvement, commitment, long hours, loyalty, innovation, creativity. Things are no easier outside work with most people juggling the demands of their job with family, hobbies, friends and numerous other commitments.
Pressure in itself is not however inherently bad. It’s when pressure goes beyond our ability to cope that problems arise. When our people are in their ‘stretch zone’ rather than their ‘comfort zone’ they are usually highly engaged, innovative, productive and, as long as they are not permanently stretched in one single direction, highly satisfied and motivated. Most organisations understand this, but are not so able to recognise when teams are sliding from ‘stretch’ into ‘panic’. At this point their performance starts to diminish rapidly.
Often employers are not aware that there is a problem until pressure has increased to a level where the employee feels overwhelmed, by which time the situation is more obvious but harder to recover from.
So, if you again compare the faulty chiller unit with the people working for you, we need a way to check in before the pressure is too much to bear.
One of the quickest and most productive ways of doing this is by having ‘leadership conversations’ with your people. You need to gain a clear understanding of their performance and find out which ‘zone’ they are spending most time in.
We can do this for you, as it’s often easier to bring in outside experts to assess how effective your people are in terms of their coping mechanisms. But if you want to make a start yourself, here are some sample questions to ask yourself and your teams:
• Which teams are coping well? How do they approach their issues? How can other teams learn from their experience?
• How can we help individuals change their approach and so get better outcomes for them personally and for the team?
• What else would improve as a result?
• What knowledge, experience, resources do you already have in the organisation to help?
• What might be the first small step?
To find out more about ensuring high performance without pushing your people into 'panic' contact Liz Kentish The FM Coach now on 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
Friday 2 October 2009
Grab yourself more 'me' time - Free E-book from Heather Bestel
Heather has kindly made her new e-book available to dowonload FREE from her blog, just click here
As Heather says, 'This is a time of year when things can start getting a bit frantic, especially in the run up to the festive season. Just when we need more energy, it seems to vanish. This is when we really do need more me time.'
I hope you enjoy the e-book, do let me know what you think.
For more support with your time management contact Liz Kentish The FM Coach on 01778 561326 - 07717 787077 coach@lizkentishcoaching.co.uk
Have a fabulous weekend.
As Heather says, 'This is a time of year when things can start getting a bit frantic, especially in the run up to the festive season. Just when we need more energy, it seems to vanish. This is when we really do need more me time.'
I hope you enjoy the e-book, do let me know what you think.
For more support with your time management contact Liz Kentish The FM Coach on 01778 561326 - 07717 787077 coach@lizkentishcoaching.co.uk
Have a fabulous weekend.
Tuesday 29 September 2009
Defining FM
Here I am in Edinburgh, facilitating the Professional Facilities Manager Module 2, and once again the topic has come up about how to promote FM as a profession, and as a career.
My delegates this week come from so many different organisations, and not one of their roles is the same. Here's what the Asset Skills Council says about Facilities Management...
"Facilities Management (FM) relies on people with excellent management and communications skills, combined with specialist know-how.
The Facilities Manager provides the services that ensure the smooth running of the environments people encounter in their working and personal lives.
They may have a range of job titles but they form a vital management function. They work behind the scenes supporting all operations from building maintenance through to catering, cleaning, reception and security.
The FM is the person who introduces service innovations in office buildings, shopping centres, hospitals, educational establishments or big sports stadiums.
In many cases the Facilities Manager will also be responsible for environmental management, business continuity planning, risk management and sustainability.
If there is a problem, it is the FM's job to solve it while minimising disruption to the daily business of the organisation."
For me, this is the key phrase, 'They may have a range of job titles but they form a vital management function'.
If you want to ensure your organisation recognises the role FM can play in strategic business objectives, talk to Liz Kentish The FM Coach 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
My delegates this week come from so many different organisations, and not one of their roles is the same. Here's what the Asset Skills Council says about Facilities Management...
"Facilities Management (FM) relies on people with excellent management and communications skills, combined with specialist know-how.
The Facilities Manager provides the services that ensure the smooth running of the environments people encounter in their working and personal lives.
They may have a range of job titles but they form a vital management function. They work behind the scenes supporting all operations from building maintenance through to catering, cleaning, reception and security.
The FM is the person who introduces service innovations in office buildings, shopping centres, hospitals, educational establishments or big sports stadiums.
In many cases the Facilities Manager will also be responsible for environmental management, business continuity planning, risk management and sustainability.
If there is a problem, it is the FM's job to solve it while minimising disruption to the daily business of the organisation."
For me, this is the key phrase, 'They may have a range of job titles but they form a vital management function'.
If you want to ensure your organisation recognises the role FM can play in strategic business objectives, talk to Liz Kentish The FM Coach 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
Friday 18 September 2009
Positive politics for powerful women
On Wednesday night our Women in FM group was delighted to welcome Michelle Brailsford, of Jupiter Consulting, as our guest speaker.
Michelle challenged and enthralled us on the topic of politics for women in the corporate world, and described how it's about survival of the savvy. Here are her top 7 tips for 'playing the game'.
1. Build powerful alliances (map them out if you haven't already)
2. Manage your image and perceptions about yourself
3. Master the right language to sell your ideas
4. Manage hidden agendas
5. Network
6. Promote yourself with decent boldness
7. Just do it!
Want to find out more? Call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or caoch@lizkentishcoaching.co.uk
Michelle challenged and enthralled us on the topic of politics for women in the corporate world, and described how it's about survival of the savvy. Here are her top 7 tips for 'playing the game'.
1. Build powerful alliances (map them out if you haven't already)
2. Manage your image and perceptions about yourself
3. Master the right language to sell your ideas
4. Manage hidden agendas
5. Network
6. Promote yourself with decent boldness
7. Just do it!
Want to find out more? Call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or caoch@lizkentishcoaching.co.uk
Monday 7 September 2009
Traits of the Nation
I want to share with you this interesting research from OnePoll, and would like to hear your views - do you agree?
"Talking about the weather, sarcasm and being great at queueing were yesterday (Sun) hailed as the top traits which makes us British.
The characteristics emerged in a study of a 5,000 adults which asked them to pick out the things - good and bad - they believe makes us unique as a nation.
An obsession with soap operas such as Coronation Street, Emmerdale and Eastenders was number four in the list.
And, worryingly, getting drunk was also named and shamed as a fundamental part of being a Brit, regardless of time, day, location or reason.
A spokesman for global research company www.onepoll.com, which conducted the poll said: ''This is a brilliant list of characteristics and some of the observations are absolutely spot on.
''You can't go anywhere or do anything in Britain without someone talking about the weather, and we're almost proud of the fact that we get more rain than anywhere else.
''What this poll demonstrates really well is how proud we are to be British - more than two thirds of respondents said they felt honoured to be a part of this country.''
Researchers found 58 per cent of people like nothing more than chatting about the forecast.
More than half also said we are the politest nation when it comes to queueing and 48 per cent considered sarcasm as the highest form of wit for Brits.
A staggering 44 per cent of people enjoy escaping from reality to a world of the ridiculous with soap operas, and 43 per cent say binge drinking is one of their guilty pleasures.
Sixth place went to our love of a bargain, whether it be red label shopping in supermarkets, buy one get one free offers or money off coupons, 42 per cent of folk can't resist splashing out on something cut price.
At number seven was our love of curtain twitching with 41 per cent of people admitting they can't help adopting the role of the nosy neighbour.
Loving trash television, moaning and being obsessed with class all appear in the top 10 of things which make us 'Typically British'.
A spokesman for www.onepoll.com continues: "In the main part the traits listed in the top 50 are illustrative and definitive of who we are as a nation.
"There is the odd inclusion of bad behaviour - such as drinking a bit too much or having a moan - but every normal person has their little vices.
"I would conclude that we are a very accepting, proud and strong country."
Other British traits include our obsession with traffic and asking people about their journeys, leaving things to the last minute, being unhappy with our weight and loving all things deep fried.
True Brits also have a real love and sense of loyalty for the Royal Family, and admit to emulating the life and style of celebrities.
And showing a humourous side, 21 per cent can't help taking the mickey out of their mates, 30 per cent enjoy other people's misfortune and 22 per cent aren't afraid to laugh at themselves.
TOP 50 'TYPICALLY BRITISH' TRAITS
1. Talking about the weather
2. Great at queueing
3. Sarcasm
4. Watching soaps
5. Getting drunk
6. A love of bargains
7. A love of curtain twitching
8. Stiff upper lip
9. Love of all television
10. Moaning
11. Obsession with class
12. Gossiping with neighbours over the garden fence
13. Obsession with the traffic
14. Enjoying other people's misfortune
15. Inability to complain
16. Love of cheap foreign holidays
17. Working long hours
18. A soothing cup of tea to ease worries
19. Eating meat and two veg
20. Looking uncomfortable on the dance floor
21. Feeling uncomfortable when people talk about their emotions
22. Clever sense of humour
23. Obsession with property values
24. Pandering to political correctness
25. Road rage
26. Being unhappy with our weight
27. Wanting a good tan
28. Being proud of where we live
29. Not saying what we mean
30. The ability to laugh at ourselves
31. Washing the car on a Sunday
32. Taking the mickey out of others
33. Asking people about their journey
34. Inability not to comment on how other people bring up their children
35. Jealousy of wealth and success
36. Being overly polite
37. Texting instead of calling
38. An inability to express our emotions
39. Obsession with the Royal Family
40. Fondness for mowing the lawn
41. Love of rambling through the countryside
42. A love of all things deep fried
43. Emulating celebrity lifestyles
44. Leaving things to the last minute
45. Irony
46. Keeping our homes neat and tidy
47. Take decisions and accept the consequences
48. Achieving against all odds
49. Wanting our sportsmen / teams to fail
50. DIY on a Bank Holiday"
Research conducted by global market research company www.onepoll.com
So, what do you think? Email your comments to Liz Kentish the FM Coach coach@lizkentishcoaching.co.uk
"Talking about the weather, sarcasm and being great at queueing were yesterday (Sun) hailed as the top traits which makes us British.
The characteristics emerged in a study of a 5,000 adults which asked them to pick out the things - good and bad - they believe makes us unique as a nation.
An obsession with soap operas such as Coronation Street, Emmerdale and Eastenders was number four in the list.
And, worryingly, getting drunk was also named and shamed as a fundamental part of being a Brit, regardless of time, day, location or reason.
A spokesman for global research company www.onepoll.com, which conducted the poll said: ''This is a brilliant list of characteristics and some of the observations are absolutely spot on.
''You can't go anywhere or do anything in Britain without someone talking about the weather, and we're almost proud of the fact that we get more rain than anywhere else.
''What this poll demonstrates really well is how proud we are to be British - more than two thirds of respondents said they felt honoured to be a part of this country.''
Researchers found 58 per cent of people like nothing more than chatting about the forecast.
More than half also said we are the politest nation when it comes to queueing and 48 per cent considered sarcasm as the highest form of wit for Brits.
A staggering 44 per cent of people enjoy escaping from reality to a world of the ridiculous with soap operas, and 43 per cent say binge drinking is one of their guilty pleasures.
Sixth place went to our love of a bargain, whether it be red label shopping in supermarkets, buy one get one free offers or money off coupons, 42 per cent of folk can't resist splashing out on something cut price.
At number seven was our love of curtain twitching with 41 per cent of people admitting they can't help adopting the role of the nosy neighbour.
Loving trash television, moaning and being obsessed with class all appear in the top 10 of things which make us 'Typically British'.
A spokesman for www.onepoll.com continues: "In the main part the traits listed in the top 50 are illustrative and definitive of who we are as a nation.
"There is the odd inclusion of bad behaviour - such as drinking a bit too much or having a moan - but every normal person has their little vices.
"I would conclude that we are a very accepting, proud and strong country."
Other British traits include our obsession with traffic and asking people about their journeys, leaving things to the last minute, being unhappy with our weight and loving all things deep fried.
True Brits also have a real love and sense of loyalty for the Royal Family, and admit to emulating the life and style of celebrities.
And showing a humourous side, 21 per cent can't help taking the mickey out of their mates, 30 per cent enjoy other people's misfortune and 22 per cent aren't afraid to laugh at themselves.
TOP 50 'TYPICALLY BRITISH' TRAITS
1. Talking about the weather
2. Great at queueing
3. Sarcasm
4. Watching soaps
5. Getting drunk
6. A love of bargains
7. A love of curtain twitching
8. Stiff upper lip
9. Love of all television
10. Moaning
11. Obsession with class
12. Gossiping with neighbours over the garden fence
13. Obsession with the traffic
14. Enjoying other people's misfortune
15. Inability to complain
16. Love of cheap foreign holidays
17. Working long hours
18. A soothing cup of tea to ease worries
19. Eating meat and two veg
20. Looking uncomfortable on the dance floor
21. Feeling uncomfortable when people talk about their emotions
22. Clever sense of humour
23. Obsession with property values
24. Pandering to political correctness
25. Road rage
26. Being unhappy with our weight
27. Wanting a good tan
28. Being proud of where we live
29. Not saying what we mean
30. The ability to laugh at ourselves
31. Washing the car on a Sunday
32. Taking the mickey out of others
33. Asking people about their journey
34. Inability not to comment on how other people bring up their children
35. Jealousy of wealth and success
36. Being overly polite
37. Texting instead of calling
38. An inability to express our emotions
39. Obsession with the Royal Family
40. Fondness for mowing the lawn
41. Love of rambling through the countryside
42. A love of all things deep fried
43. Emulating celebrity lifestyles
44. Leaving things to the last minute
45. Irony
46. Keeping our homes neat and tidy
47. Take decisions and accept the consequences
48. Achieving against all odds
49. Wanting our sportsmen / teams to fail
50. DIY on a Bank Holiday"
Research conducted by global market research company www.onepoll.com
So, what do you think? Email your comments to Liz Kentish the FM Coach coach@lizkentishcoaching.co.uk
Thursday 3 September 2009
"The root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
I want to share with you this review, from Reuters, of Bill George's book '7 Lessons for Leading in Crisis'
Harvard Business School Professor and Former CEO of Medtronic Bill George Offers leaders a Path Through the Economic Crisis in His Latest Book, 7 Lessons for Leading in Crisis
As we approach the one-year anniversary of the meltdown of Wall Street, Harvard management professor and former Medtronic CEO, Bill George, reminds us that it is precisely in times like these that leaders of organizations of all sizes must remember to "NEVER WASTE A GOOD CRISIS." According to Professor George, today`s unprecedented economic challenges should not frighten leaders into running for cover. Instead crises should be faced as opportunities for leaders or managers at any level to make the significant, long-term changes they need to position their organizations for lasting, sustainable growth. In 7 Lessons for Leading in Crisis, George argues that a crisis can be used to fuel the future by providing the sense of urgency necessary to implement restructuring and other game-changing decisions that are much more difficult to make when times are good.
"There could not be a better testing ground for leaders than the global economic meltdown," writes George. "I believe all the economic misery, financial disasters and millions of lost jobs will produce a new generation of leaders who are battle-tested in crisis and ready to get the global economy pointed in a healthier long-term direction."
As Fortune magazine said in its August 31st review of 7 Lessons, "the root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
To help leaders navigate these difficult times, George offers seven lessons he has learned through his own in-the-trenches leadership as CEO of Medtronic, as well as from the experiences of a wide range of corporate and non-profit leaders profiled in his book.
Those lessons are:
Lesson #1: Face reality, starting with yourself
Lesson #2: Don`t be Atlas: Get the world off your shoulders
Lesson #3: Dig deep for the root cause
Lesson #4: Get ready for the long haul
Lesson #5: Never waste a good crisis
Lesson #6: You`re in the spotlight: Follow True North
Lesson #7: Go on offense: Focus on winning now
On September 17, 2009, Bill George will bring these lessons to life as he moderates a panel of some of today`s most respected leaders at "A SUMMIT ON LEADING IN CRISIS: Personal Stories from the Trenches." Panelists include: eBay CEO, John Donahoe; David Gergen, Director of Harvard`s Center for Public Leadership; former CEO of Xerox, Anne Mulcahy; and, Marilyn Carlson Nelson, former CEO of the Carlson Companies.
About Bill George
Bill George is one of the leading experts on leadership in the world today. He is currently professor of management practice at Harvard Business School, and serves on the boards of directors of ExxonMobil, Goldman Sachs, the Carnegie Endowment for International Peace, and the World Economic Forum USA.
George was chief executive officer of Medtronic, the world`s leading medical technology company, from 1991 until 2001 and chairman of the board from 1996 to 2002. Under his leadership, Medtronic`s market capitalization grew from $1.1 billion to $60 billion, averaging 35% growth per year.
He is the author of three best-selling books: Authentic Leadership: Rediscovering the Secret of Creating Lasting Value (Jossey-Bass, 2003), True North: Discover Your Authentic Leadership with Peter Sims (Jossey-Bass, 2007) and Finding Your True North, A Personal Guide (Jossey-Bass, 2008).
The New York Times called his previous best-seller, True North, one of the most important books on leadership to come along in years.
George has been featured on national television and radio programs, including The Today Show, The News Hour with Jim Lehrer, Now with David Brancaccio, Charlie Rose, CNN, Bloomberg News and NPR`s All Things Considered and Talk of the Nation. He is a contributor to CNBC and a contributing columnist for WSJ.com and Businessweek.com. His articles have appeared in national print magazines such as Fortune Magazine, the Wall Street Journal, and the Harvard Business Review, to name just a few.
For more information about 7 Lessons or the Summit for Leading in Crisis, visit: http://www.billgeorge.org
7 Lessons for Leading in Crisis By Bill George
Jossey-Bass, A Warren Bennis Book Publication Date: September 1, 2009
$19.95; 978-0-470-53187-7; Hardcover
Harvard Business School Professor and Former CEO of Medtronic Bill George Offers leaders a Path Through the Economic Crisis in His Latest Book, 7 Lessons for Leading in Crisis
As we approach the one-year anniversary of the meltdown of Wall Street, Harvard management professor and former Medtronic CEO, Bill George, reminds us that it is precisely in times like these that leaders of organizations of all sizes must remember to "NEVER WASTE A GOOD CRISIS." According to Professor George, today`s unprecedented economic challenges should not frighten leaders into running for cover. Instead crises should be faced as opportunities for leaders or managers at any level to make the significant, long-term changes they need to position their organizations for lasting, sustainable growth. In 7 Lessons for Leading in Crisis, George argues that a crisis can be used to fuel the future by providing the sense of urgency necessary to implement restructuring and other game-changing decisions that are much more difficult to make when times are good.
"There could not be a better testing ground for leaders than the global economic meltdown," writes George. "I believe all the economic misery, financial disasters and millions of lost jobs will produce a new generation of leaders who are battle-tested in crisis and ready to get the global economy pointed in a healthier long-term direction."
As Fortune magazine said in its August 31st review of 7 Lessons, "the root cause of the economic crisis wasn`t subprime mortgages; it was subprime leadership."
To help leaders navigate these difficult times, George offers seven lessons he has learned through his own in-the-trenches leadership as CEO of Medtronic, as well as from the experiences of a wide range of corporate and non-profit leaders profiled in his book.
Those lessons are:
Lesson #1: Face reality, starting with yourself
Lesson #2: Don`t be Atlas: Get the world off your shoulders
Lesson #3: Dig deep for the root cause
Lesson #4: Get ready for the long haul
Lesson #5: Never waste a good crisis
Lesson #6: You`re in the spotlight: Follow True North
Lesson #7: Go on offense: Focus on winning now
On September 17, 2009, Bill George will bring these lessons to life as he moderates a panel of some of today`s most respected leaders at "A SUMMIT ON LEADING IN CRISIS: Personal Stories from the Trenches." Panelists include: eBay CEO, John Donahoe; David Gergen, Director of Harvard`s Center for Public Leadership; former CEO of Xerox, Anne Mulcahy; and, Marilyn Carlson Nelson, former CEO of the Carlson Companies.
About Bill George
Bill George is one of the leading experts on leadership in the world today. He is currently professor of management practice at Harvard Business School, and serves on the boards of directors of ExxonMobil, Goldman Sachs, the Carnegie Endowment for International Peace, and the World Economic Forum USA.
George was chief executive officer of Medtronic, the world`s leading medical technology company, from 1991 until 2001 and chairman of the board from 1996 to 2002. Under his leadership, Medtronic`s market capitalization grew from $1.1 billion to $60 billion, averaging 35% growth per year.
He is the author of three best-selling books: Authentic Leadership: Rediscovering the Secret of Creating Lasting Value (Jossey-Bass, 2003), True North: Discover Your Authentic Leadership with Peter Sims (Jossey-Bass, 2007) and Finding Your True North, A Personal Guide (Jossey-Bass, 2008).
The New York Times called his previous best-seller, True North, one of the most important books on leadership to come along in years.
George has been featured on national television and radio programs, including The Today Show, The News Hour with Jim Lehrer, Now with David Brancaccio, Charlie Rose, CNN, Bloomberg News and NPR`s All Things Considered and Talk of the Nation. He is a contributor to CNBC and a contributing columnist for WSJ.com and Businessweek.com. His articles have appeared in national print magazines such as Fortune Magazine, the Wall Street Journal, and the Harvard Business Review, to name just a few.
For more information about 7 Lessons or the Summit for Leading in Crisis, visit: http://www.billgeorge.org
7 Lessons for Leading in Crisis By Bill George
Jossey-Bass, A Warren Bennis Book Publication Date: September 1, 2009
$19.95; 978-0-470-53187-7; Hardcover
Wednesday 2 September 2009
Would you give up work if you became a lottery millionaire?
Of those working before their win, a third (34%) choose to carry on working with around half (53%) of those even remaining full time.
Of the two thirds who do give up, half (49%) admit they miss work – proving that a life of wealth and luxury clearly is not everything.
It is not all fast cars, luxury holidays and a life of privilege and relaxation for this exclusive club of National Lottery millionaires – some of them also splash their cash on some more unusual purchases.
The survey discovered winners who had bought a seven-foot statue of a giraffe, a signed Robbie Williams disk, rare carp, a vintage tractor needing restoration, a JCB, a parrot, a telescopic forklift, a £1,000 fishing rod, and a castle.
Read more about the 2000 lottery millionaires surveyed by Mori here
Even if you don't win the lottery, you can change the way you live and work - contact Liz Kentish The FM Coach for support, encouragement and guidance on how to live a more balanced life. 01778 561326 coach@lizkentishcoaching.co.uk
Of the two thirds who do give up, half (49%) admit they miss work – proving that a life of wealth and luxury clearly is not everything.
It is not all fast cars, luxury holidays and a life of privilege and relaxation for this exclusive club of National Lottery millionaires – some of them also splash their cash on some more unusual purchases.
The survey discovered winners who had bought a seven-foot statue of a giraffe, a signed Robbie Williams disk, rare carp, a vintage tractor needing restoration, a JCB, a parrot, a telescopic forklift, a £1,000 fishing rod, and a castle.
Read more about the 2000 lottery millionaires surveyed by Mori here
Even if you don't win the lottery, you can change the way you live and work - contact Liz Kentish The FM Coach for support, encouragement and guidance on how to live a more balanced life. 01778 561326 coach@lizkentishcoaching.co.uk
Friday 14 August 2009
Laughter, the best medicine
This morning I read an article that claims as adults we laugh 15 times a day, whereas children under five laugh 300 times a day. Rather than ponder on why this might be, I reckon we just need to smile and laugh more, so here's a few old favourites to bring a smile to your face...
spotted in a toilet of a london office:
toilet out of order. please use floor below
in a laundromat:
automatic washing machines: please remove all your clothes when the light goes out
in a london department store:
bargain basement upstairs
in an office:
would the person who took the step ladder yesterday please bring it back or further steps will be taken
in an office:
after tea break staff should empty the teapot and stand upside down on the draining board
outside a second-hand shop:
we exchange anything - bicycles, washing machines, etc. why not bring your wife along and get a wonderful bargain?
notice in health food shop window:
closed due to illness
spotted in a safari park:
elephants please stay in your car
seen during a conference:
for anyone who has children and doesn't know it, there is a day care on the 1st floor
notice in a farmer's field:
the farmer allows walkers to cross the field for free, but the bull charges
message on a leaflet:
if you cannot read, this leaflet will tell you how to get lessons
on a repair shop door:
we can repair anything. (please knock hard on the door - the bell doesn't work
(with thanks to nesha-india)
spotted in a toilet of a london office:
toilet out of order. please use floor below
in a laundromat:
automatic washing machines: please remove all your clothes when the light goes out
in a london department store:
bargain basement upstairs
in an office:
would the person who took the step ladder yesterday please bring it back or further steps will be taken
in an office:
after tea break staff should empty the teapot and stand upside down on the draining board
outside a second-hand shop:
we exchange anything - bicycles, washing machines, etc. why not bring your wife along and get a wonderful bargain?
notice in health food shop window:
closed due to illness
spotted in a safari park:
elephants please stay in your car
seen during a conference:
for anyone who has children and doesn't know it, there is a day care on the 1st floor
notice in a farmer's field:
the farmer allows walkers to cross the field for free, but the bull charges
message on a leaflet:
if you cannot read, this leaflet will tell you how to get lessons
on a repair shop door:
we can repair anything. (please knock hard on the door - the bell doesn't work
(with thanks to nesha-india)
Tuesday 11 August 2009
Are women still rare at the top in FM?
"FM has come a long way since the 1980s when it was M&E-led and male-dominated, but women are still underrepresented at the highest levels, according to some of the most prominent females in the industry."
Read my viewpoint in this FM World article...
http://www.fm-world.co.uk/news/fm-industry-news/sector-progresses-but-women-still-rare-at-top/
Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk 07717 787077
Read my viewpoint in this FM World article...
http://www.fm-world.co.uk/news/fm-industry-news/sector-progresses-but-women-still-rare-at-top/
Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk 07717 787077
Wednesday 5 August 2009
Wardrobe personalities
This week I find myself at Denman college near Oxford, on a 'Dressing with Style' course. The first session last night was fascinating, and covered an area I've never come across before - wardrobe personalities.
This is how it works...
We tend to fall into one of four categories - which one are you?
1. Natural
You dress for comfort; you like practical fabrics (think washable, non-iron etc); you usually wear separates; you wear very few accessories but they work well for you; you wear little make-up; you tend to shop at M&S, Boden etc
2. Romantic
You dress for detail, with trimming and beading; you love accessories and will have loads of shoes, bags, jwewllery etc; grooming is important to you, you always have your hair and make-up done; you love dresses; you like the feel of the fabric; you tend to shop at Monsoon, East, Per Una
3. Dramatic
You like to be unique, individual; you wear a mix of styles; you go for extremes e.g. in your hairstyle or colour, make-up etc; you like vintage shops and often make your own clothes
4. Classic
You go for quality - fabrics and clothes that will last; you tend to be conservative with your clothes, and like classics; you mix and match and feel best in a suit; you tend to shop at Jaegar, Wallis, Max Mara.
Once you know which category you fit into, shopping will never be the same again! These groupings apply to both men and women. There are downsides to each category, for example I fall into 'classic', and it would be good for me to dress up my black trouser suits with some colour - jewellery for example, and perhaps update my make-up.
Much of who we are goes back to how we dressed as children - tomboy or pretty dresses (for the girls)?
Tune in later for more from today's sessions!
This is how it works...
We tend to fall into one of four categories - which one are you?
1. Natural
You dress for comfort; you like practical fabrics (think washable, non-iron etc); you usually wear separates; you wear very few accessories but they work well for you; you wear little make-up; you tend to shop at M&S, Boden etc
2. Romantic
You dress for detail, with trimming and beading; you love accessories and will have loads of shoes, bags, jwewllery etc; grooming is important to you, you always have your hair and make-up done; you love dresses; you like the feel of the fabric; you tend to shop at Monsoon, East, Per Una
3. Dramatic
You like to be unique, individual; you wear a mix of styles; you go for extremes e.g. in your hairstyle or colour, make-up etc; you like vintage shops and often make your own clothes
4. Classic
You go for quality - fabrics and clothes that will last; you tend to be conservative with your clothes, and like classics; you mix and match and feel best in a suit; you tend to shop at Jaegar, Wallis, Max Mara.
Once you know which category you fit into, shopping will never be the same again! These groupings apply to both men and women. There are downsides to each category, for example I fall into 'classic', and it would be good for me to dress up my black trouser suits with some colour - jewellery for example, and perhaps update my make-up.
Much of who we are goes back to how we dressed as children - tomboy or pretty dresses (for the girls)?
Tune in later for more from today's sessions!
Friday 24 July 2009
Architects, Engineers, Constructors
This week I attended my first AEC Network meeting - Architects, Engineers, Constructors - at The Building Centre in London. I went along because I wanted to see 'the other side' of the built environment. What do I mean by that? Well, many of you working in FM tell me how tough it is to be a handed a new or refurbished building that a) is impossible to manage in terms of M&E etc and/or b) doesn't meet the needs of the end user.
I was delighted to hear Don Ward of Constructing Excellence http://www.constructingexcellence.org.uk/ suggest that architects might like to run buildings for a year once they are handed over! Don also advocates collaborative working from the very start of a project - so why don't more FMs get involved? Is it because we don't have a 'common language'? You tell me.
The other speaker at the event was Richard White, the Accidental Salesman, who ran an interactive session on Storytelling for business. Amazing; you should check out his website where there are loads of free resources for those among us who are not 'natural salespeople'! http://www.theaccidentalsalesman.com/ One of Richard's first questions was to ask the audience who was in a sales role - and of course, we all are, no matter what we do; we are always 'seliing'.
All in all, a useful and productive meeting, and one I will definitely go to again. Thinking beyond pure FM has given me an insight into the problems others face in our wider sector, and plenty of food for thought!
Let me know your thoughts on networking outside your core business sector coach@lizkentishcoaching.co.uk and if you'd like some advice on networking for business development call Liz Kentish The FM Coach on 01778 561326
I was delighted to hear Don Ward of Constructing Excellence http://www.constructingexcellence.org.uk/ suggest that architects might like to run buildings for a year once they are handed over! Don also advocates collaborative working from the very start of a project - so why don't more FMs get involved? Is it because we don't have a 'common language'? You tell me.
The other speaker at the event was Richard White, the Accidental Salesman, who ran an interactive session on Storytelling for business. Amazing; you should check out his website where there are loads of free resources for those among us who are not 'natural salespeople'! http://www.theaccidentalsalesman.com/ One of Richard's first questions was to ask the audience who was in a sales role - and of course, we all are, no matter what we do; we are always 'seliing'.
All in all, a useful and productive meeting, and one I will definitely go to again. Thinking beyond pure FM has given me an insight into the problems others face in our wider sector, and plenty of food for thought!
Let me know your thoughts on networking outside your core business sector coach@lizkentishcoaching.co.uk and if you'd like some advice on networking for business development call Liz Kentish The FM Coach on 01778 561326
Wednesday 15 July 2009
Are you a Woman in FM?
So, you’re working in FM and you just happen to be a woman – so what? Are things really any different for you than they are for any man working in the same sector? Well, you tell me. Coaching both men and women in FM has led me to believe women have a different perspective on the world of work. Read on and let me know if this sounds familiar...
You’re already successful at what you do but perhaps you feel you haven’t quite met all your goals yet. You ‘sort of’ know what you want, but have never actually sat down and written out some clear goals, not just for your career, but for your future. Sometimes, even though no-one around you would know, you have moments of self-doubt, when that little voice in your head says, ‘I wonder if they’ll realise I don’t know the technical spec for this,’ or ‘being a manager is really hard work’, or ‘just for once it’d be nice if my team was appreciated a bit more’.
Now might be the right time for you to decide what you really want, in all aspects of life, including:
• Career
• Finances
• Relationships
• Health
• Personal growth
• Contribution/giving back
In your ideal world, how do all these areas balance? Are you currently spending too much time on work (and I don’t just mean when you are at work) and not enough time with people who are important to you? Do you keep your ‘phone or PDA on all weekend even if someone else is duty manager? What message does that give your family? Might they think they come second to your work? And what message does it give your team? Might they think you don’t trust them?
Of course it’s important as a manager to lead, direct and reward your team, but what about you? On ‘planes they tell us, ’fit your own mask first before helping others’ and this is true at work too. If you are overworked because you’re so busy taking care of everyone else, what happens?
So, what can you do about it? Here are some ideas you may like to consider:
1. Find a role model – someone who has been there and done it. Find out what they do that works, and try it yourself. Find out where they go to network and learn, and go there. Find out who they mix with, and mix with them too. Find out what they read, and read it.
2. Join industry networking events and online groups who will share their experiences – both successes and challenges. Check out the Women in FM special interest group at www.bifm.org.uk
3. Surround yourself with a peer group that supports and inspires you. These don’t have to be people within the industry, but choose your company carefully – you want people who exude warmth, not people who drain all the energy from you.
4. Become a mentor. Yes, but Liz you’ve just told us to become more balanced, isn’t this more work? No, this is about giving back, and many people I work with find this incredibly rewarding.
5. Find a coach. Coaching will help you build knowledge, skill and capability and enhance performance, and can be focused on your current job, and/or on an anticipated future role.
My last thought, directed to both men and women working in the sector, is:
Imagine how much more successful you could be if you invested some time in discovering your true potential and regaining the balance in your life.
Liz Kentish The FM Coach is the expert in the field of people development in the FM sector – for a free no obligation assessment of your skills and career options, contact coach@lizkentishcoaching.co.uk 07717 787077
You’re already successful at what you do but perhaps you feel you haven’t quite met all your goals yet. You ‘sort of’ know what you want, but have never actually sat down and written out some clear goals, not just for your career, but for your future. Sometimes, even though no-one around you would know, you have moments of self-doubt, when that little voice in your head says, ‘I wonder if they’ll realise I don’t know the technical spec for this,’ or ‘being a manager is really hard work’, or ‘just for once it’d be nice if my team was appreciated a bit more’.
Now might be the right time for you to decide what you really want, in all aspects of life, including:
• Career
• Finances
• Relationships
• Health
• Personal growth
• Contribution/giving back
In your ideal world, how do all these areas balance? Are you currently spending too much time on work (and I don’t just mean when you are at work) and not enough time with people who are important to you? Do you keep your ‘phone or PDA on all weekend even if someone else is duty manager? What message does that give your family? Might they think they come second to your work? And what message does it give your team? Might they think you don’t trust them?
Of course it’s important as a manager to lead, direct and reward your team, but what about you? On ‘planes they tell us, ’fit your own mask first before helping others’ and this is true at work too. If you are overworked because you’re so busy taking care of everyone else, what happens?
So, what can you do about it? Here are some ideas you may like to consider:
1. Find a role model – someone who has been there and done it. Find out what they do that works, and try it yourself. Find out where they go to network and learn, and go there. Find out who they mix with, and mix with them too. Find out what they read, and read it.
2. Join industry networking events and online groups who will share their experiences – both successes and challenges. Check out the Women in FM special interest group at www.bifm.org.uk
3. Surround yourself with a peer group that supports and inspires you. These don’t have to be people within the industry, but choose your company carefully – you want people who exude warmth, not people who drain all the energy from you.
4. Become a mentor. Yes, but Liz you’ve just told us to become more balanced, isn’t this more work? No, this is about giving back, and many people I work with find this incredibly rewarding.
5. Find a coach. Coaching will help you build knowledge, skill and capability and enhance performance, and can be focused on your current job, and/or on an anticipated future role.
My last thought, directed to both men and women working in the sector, is:
Imagine how much more successful you could be if you invested some time in discovering your true potential and regaining the balance in your life.
Liz Kentish The FM Coach is the expert in the field of people development in the FM sector – for a free no obligation assessment of your skills and career options, contact coach@lizkentishcoaching.co.uk 07717 787077
Tuesday 30 June 2009
What people had to say about my training...
As an advocate of feedback, I wanted to share some comments from delegates at the SW Region training day last week. I gave two training sessions, one on 'Asking effective questions', and the other on 'Solutions not problems'.
Here's what they said...
It was Useful
Self-reflecting
Feedback from people who don't know us
Strengths
Common problems and solutions
Confidence boosters
Learning about yourself
Reinforcement
Focus
Knowledge, ideas, solutions
It was Interesting
Common interests
Similarities
Shared
Honesty
Insight into others
How to elicit information
It was Surprising
Speed!
Positive and contagious
Friendly
Open
Analyse others
Excited
Similarities
If you'd like a copy of the training information I used, simply e-mail Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
Here's what they said...
It was Useful
Self-reflecting
Feedback from people who don't know us
Strengths
Common problems and solutions
Confidence boosters
Learning about yourself
Reinforcement
Focus
Knowledge, ideas, solutions
It was Interesting
Common interests
Similarities
Shared
Honesty
Insight into others
How to elicit information
It was Surprising
Speed!
Positive and contagious
Friendly
Open
Analyse others
Excited
Similarities
If you'd like a copy of the training information I used, simply e-mail Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
Thursday 25 June 2009
First recognition award for the Women in FM special interest group
As the new Chair of Women in FM, I was very proud this evening to collect the first ever BIFM award for ‘Best Sector Forum/Special Interest Group’ on behalf of Women in FM.
You can find out more about the group, and the events we are running, at www.bifm.org.uk or call Liz Kentish The FM Coach for more details 07717 787077 coach@lizkentishcoaching.co.uk
You can find out more about the group, and the events we are running, at www.bifm.org.uk or call Liz Kentish The FM Coach for more details 07717 787077 coach@lizkentishcoaching.co.uk
Monday 8 June 2009
The Things That Stop Most People Presenting in Public & How to Overcome Them
Gerald R. Ford said "If I went back to college again, I'd concentrate on two areas: learning to write and learning to speak before an audience. Nothing in life is more important than the ability to communicate effectively."
Public speaking is the number one skill that's guaranteed to position you head and shoulders above the competition, yet it's frequently overlooked, according to female speaker, Patricia Fripp.
My own take on having the ability to give presentations is that it's probably the single most powerful thing you can learn to do that gives you the ammunition to say "If I can do that, I can do anything".
If you've ever marvelled at the abilities of a great presenter, the clever use of words to draw pictures, the confidence and charisma that exudes from the platform and the awe in which they are held, you'll agree with the above statements.
So why is it that when it comes to attending training courses, presentation skills are not the automatic first port of call? Could it be to do with that oft quoted (probably misquoted) statistic that speaking in public is feared more than death? Let's not go into an examination of quite how ridiculous that would be if it were true. After all, how many of you would really swap places with the guy in the coffin if you were asked to speak at a funeral?
There's no doubt that public presenting can get the old palms sweating, but given the benefits you'll get when you know you can do it well, it really shouldn't stop you. Let's examine the causes of nerves so you lay your fears to rest and get this most important of abilities added to your arsenal of talents, shall we?
First, examine why you're nervous. There's always a reason for nerves so examine what the reasons are so you can deal with the cause and go a long way to eliminating the symptom. Note that I say "go a long way to eliminating", the chances are that you'll always feel some nervousness which is when you need to remember that nerves are your friends because they keep your senses sharp & show that you want to do well.
Even seasoned performers suffer from stage fright, some had it so bad they could barely perform. Fortunately, the thought is usually worse than the task. Once you get started, you'll often find that your nervousness will disappear. I liken it to knowing that you're about to tackle a drive round London's Hyde Park Corner or Paris's Arc de Triomphe in rush hour. Thinking about it really freaks you out but when you're in the middle of it, you're too busy concentrating on not hitting anyone that it's only afterwards you get to think "Wow, I made it in one piece."
Some of the most common reasons I've found for people suffering from nerves are these:
Worry about forgetting what you're going to say
Worry that the audience will think you're a fraud
Worry about saying the wrong thing and offending somebody
Worry that someone will ask a question to which you don't know the answer
Worry that you'll get a dry mouth or get tongue tied
Worry that you'll finish too soon or run long
Some of the less common ones I've heard were "I'm worried in case there's a fire alarm halfway through my talk" and "I'm worried that the hem on my trousers will unravel in front of everyone whilst I'm speaking."
I could dismiss all these are "silly" or "invalid" and tell you that none of them will ever happen, but the fact is that they often will. (Yes, even the trouser hem thing's happened to me!). Looking down the list, you can see that there's a lot you can do to avoid these situations occurring: being well prepared, stating your qualifications in your introduction, knowing your subject matter inside and out, timing yourself several times during rehearsals, and so on (sorry, I don't have a magic bean to disable fire bells during speeches).
But so what if any of them still come to pass? What's the worst that can happen? Well it's not life or death, you know. You have to learn to keep your fears in perspective. And remember, the audience wants you to succeed. Nobody enjoys a bad speech.
Do what you can to be prepared and don't let fear of speaking stop you from gaining that most revered of all skills, the one that will impact every area of your personal and business life. Give yourself the very best opportunity of succeeding and you'll find the rewards are massive.
Do you have a major presentation coming up? For guidance and support call Liz Kentish The FM Coach on 07717 787077 or coach@lizkentishcoaching.co.uk
Author Bio
Maria Davies is the UK's most successful female sales presenter who trains others to overcome their public speaking fears and use presentation skills to increase the audience share for their product or service by around 91%. Find out more about forthcoming seminars, worldwide e-trainings or speaker bookings at www.laddersofsuccess.com
Article Source: http://www.ArticleGeek.com - Free Website Content
Public speaking is the number one skill that's guaranteed to position you head and shoulders above the competition, yet it's frequently overlooked, according to female speaker, Patricia Fripp.
My own take on having the ability to give presentations is that it's probably the single most powerful thing you can learn to do that gives you the ammunition to say "If I can do that, I can do anything".
If you've ever marvelled at the abilities of a great presenter, the clever use of words to draw pictures, the confidence and charisma that exudes from the platform and the awe in which they are held, you'll agree with the above statements.
So why is it that when it comes to attending training courses, presentation skills are not the automatic first port of call? Could it be to do with that oft quoted (probably misquoted) statistic that speaking in public is feared more than death? Let's not go into an examination of quite how ridiculous that would be if it were true. After all, how many of you would really swap places with the guy in the coffin if you were asked to speak at a funeral?
There's no doubt that public presenting can get the old palms sweating, but given the benefits you'll get when you know you can do it well, it really shouldn't stop you. Let's examine the causes of nerves so you lay your fears to rest and get this most important of abilities added to your arsenal of talents, shall we?
First, examine why you're nervous. There's always a reason for nerves so examine what the reasons are so you can deal with the cause and go a long way to eliminating the symptom. Note that I say "go a long way to eliminating", the chances are that you'll always feel some nervousness which is when you need to remember that nerves are your friends because they keep your senses sharp & show that you want to do well.
Even seasoned performers suffer from stage fright, some had it so bad they could barely perform. Fortunately, the thought is usually worse than the task. Once you get started, you'll often find that your nervousness will disappear. I liken it to knowing that you're about to tackle a drive round London's Hyde Park Corner or Paris's Arc de Triomphe in rush hour. Thinking about it really freaks you out but when you're in the middle of it, you're too busy concentrating on not hitting anyone that it's only afterwards you get to think "Wow, I made it in one piece."
Some of the most common reasons I've found for people suffering from nerves are these:
Worry about forgetting what you're going to say
Worry that the audience will think you're a fraud
Worry about saying the wrong thing and offending somebody
Worry that someone will ask a question to which you don't know the answer
Worry that you'll get a dry mouth or get tongue tied
Worry that you'll finish too soon or run long
Some of the less common ones I've heard were "I'm worried in case there's a fire alarm halfway through my talk" and "I'm worried that the hem on my trousers will unravel in front of everyone whilst I'm speaking."
I could dismiss all these are "silly" or "invalid" and tell you that none of them will ever happen, but the fact is that they often will. (Yes, even the trouser hem thing's happened to me!). Looking down the list, you can see that there's a lot you can do to avoid these situations occurring: being well prepared, stating your qualifications in your introduction, knowing your subject matter inside and out, timing yourself several times during rehearsals, and so on (sorry, I don't have a magic bean to disable fire bells during speeches).
But so what if any of them still come to pass? What's the worst that can happen? Well it's not life or death, you know. You have to learn to keep your fears in perspective. And remember, the audience wants you to succeed. Nobody enjoys a bad speech.
Do what you can to be prepared and don't let fear of speaking stop you from gaining that most revered of all skills, the one that will impact every area of your personal and business life. Give yourself the very best opportunity of succeeding and you'll find the rewards are massive.
Do you have a major presentation coming up? For guidance and support call Liz Kentish The FM Coach on 07717 787077 or coach@lizkentishcoaching.co.uk
Author Bio
Maria Davies is the UK's most successful female sales presenter who trains others to overcome their public speaking fears and use presentation skills to increase the audience share for their product or service by around 91%. Find out more about forthcoming seminars, worldwide e-trainings or speaker bookings at www.laddersofsuccess.com
Article Source: http://www.ArticleGeek.com - Free Website Content
Friday 29 May 2009
A bit of fun - got your thinking hat on?
Last week I was facilitating the Professional Facilities Manager 2, on behalf of BIFM Training, and the topic came up - 'what do you call a group of FMs?'
So the search is on for a suitable collective noun. Here's what the delegates came up with:
A...
Cluster
Worry
Whinge
Solution
Challenge
Frustration
Rush
Madness
Faculty
Stress
...of FMs.
What do you think? Please take a moment to comment on this blog and add your own ideas.
Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
So the search is on for a suitable collective noun. Here's what the delegates came up with:
A...
Cluster
Worry
Whinge
Solution
Challenge
Frustration
Rush
Madness
Faculty
Stress
...of FMs.
What do you think? Please take a moment to comment on this blog and add your own ideas.
Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
Tuesday 26 May 2009
An exciting new role from 1 June
I am thrilled that from next week I will be taking over as Chair of Women in FM (WiFM), which is a special interest group run for the benefit of BIFM members (www.bifm.org.uk)
Our aim as a group is to promote women within the FM sector throughout the United Kingdom, to encourage them to join the industry, to develop their careers and to provide networking groups at which knowledge and ideas can be shared. All BIFM members, women and men, are welcome to join us at our planned forums throughout the year throughout the country. In order to meet as much of our target audience as possible, these are held in both the afternoons and the evenings.
People in the industry with experiences to share tell their stories at forums across the UK. The forums encourage open discussion around subjects that are pertinent to everyone involved and there is often the opportunity for a building tour led by the Facilities Manager at the venue.
Want to find out more? Email me coach@lizkentishcoaching.co.uk or call Liz Kentish The FM Coach on 07717 787077
Our aim as a group is to promote women within the FM sector throughout the United Kingdom, to encourage them to join the industry, to develop their careers and to provide networking groups at which knowledge and ideas can be shared. All BIFM members, women and men, are welcome to join us at our planned forums throughout the year throughout the country. In order to meet as much of our target audience as possible, these are held in both the afternoons and the evenings.
People in the industry with experiences to share tell their stories at forums across the UK. The forums encourage open discussion around subjects that are pertinent to everyone involved and there is often the opportunity for a building tour led by the Facilities Manager at the venue.
Want to find out more? Email me coach@lizkentishcoaching.co.uk or call Liz Kentish The FM Coach on 07717 787077
Tuesday 19 May 2009
Facilities Management – Women's Perspective
Women are severely under represented in the construction industry - our latest research has shown that there is a high demand for more communication channels between them” Dr Lisa Worrell (Salford University).
This event will introduce the topic of women and Facilities Management (FM), how women employed in the construction industry can engage with each other and why FM offers greater opportunities and is more appealing than related sectors.
Discussions will focus on the relevant issues such as the benefits and opportunities for women in FM, the barriers faced. There will also be an opportunity to talk about questions such as Is it right to have women-focused events? Why is this effective? What are the proven benefits?
Liz Kentish The FM Coach will be presenting her viewpoint - What works? - and exploring the evidence on how women and men network differently.
Book now for this workshop on 3 June 2009 in London.
This event will introduce the topic of women and Facilities Management (FM), how women employed in the construction industry can engage with each other and why FM offers greater opportunities and is more appealing than related sectors.
Discussions will focus on the relevant issues such as the benefits and opportunities for women in FM, the barriers faced. There will also be an opportunity to talk about questions such as Is it right to have women-focused events? Why is this effective? What are the proven benefits?
Liz Kentish The FM Coach will be presenting her viewpoint - What works? - and exploring the evidence on how women and men network differently.
Book now for this workshop on 3 June 2009 in London.
Monday 27 April 2009
Managing effective meetings
If you are responsible for running meetings, and aren’t quite sure how best to go about creating an effective meeting experience, here are a few key steps to successful meeting management.
1. Meet with a purpose
If you ask most people, they have been to one too many meetings that seemed (whether or not accurately so) to have no purpose. Be sure to call a meeting only if you have a clear reason for doing so. It doesn’t matter what your reason might be. If you need information from the group, set a clear agenda with key questions ahead of time.
If you want to share information, draft an outline of your key points. If you just want to get the team together to allow for bonding time, then organise it so that you have the right environment.
2. Communicate your purpose/agenda
So, you know why you’re meeting, now, tell everyone else why you are. Be sure to let all attendees know how long the meeting will be, where it will be, and what information is to be covered.
Be sure to let them also know what the goal of the meeting is—what deliverables, outcomes, etc. are expected so they can come prepared. Just because you’ve called the meeting doesn’t mean you’re the only one who has to do the talking.
Enable them to participate — sharing relevant information ahead of time, will ensure they come prepared to contribute, and take the spotlight off of you at the same time!
3. Supporting materials
Come prepared with the appropriate supporting materials. If this is an information gathering session, bring forms or tools for completion. Presentation? Bring slides/handouts, etc. Whatever will support communication of your key points, gathering of the required information, or structuring of the discussion should be included to create a stronger sense that everyone’s time is being well spent.
4. Everyone present for a purpose
Please ensure that every single individual invited to the meeting is there for a reason. And, more importantly, that each attendee clearly understands his/her specific role.
When planning your meeting consider team members’ roles. How can they contribute? Do they have key information, skills, experience that you can leverage in the meeting? Help them feel useful by letting them know the important role you’d like them to play.
Also helpful in running effective meetings, is to assign meeting management roles before you begin the meetings. Some specific meeting facilitation roles might include:
Scribe: to record key information, and meeting minutes
Flipchart recorder: to capture key points, questions visually on flipcharts
Timekeeper: to help keep to the agenda
5. Outcomes/agreements captured and reviewed
Before you end the meeting, review the agreed upon action items, along with the responsible parties for each item as discussed during the meeting. If you’ve assigned meeting scribes or flipchart recorders, then this step should be relatively simple.
6. Next steps defined
Discuss roundabout timeframes for completion of action items, and also make sure to review next steps. Set expectations now for a follow-up meeting, should one be required. Let everyone know what you anticipate will need to be covered in the next meeting.
7. Show your appreciation
Every single person’s time is precious. So, be sure to thank them for their participation and contributions. Motivate key participants by letting them know after the meeting just how helpful their contributions were during the meeting. This will help to ensure that next time you need to have a meeting, you’ll find willing participants ready to go.
8. Reflect on your process
Identify what went well, and what didn’t.
Send your burning questions about managing meetings to Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk for a personal response.
1. Meet with a purpose
If you ask most people, they have been to one too many meetings that seemed (whether or not accurately so) to have no purpose. Be sure to call a meeting only if you have a clear reason for doing so. It doesn’t matter what your reason might be. If you need information from the group, set a clear agenda with key questions ahead of time.
If you want to share information, draft an outline of your key points. If you just want to get the team together to allow for bonding time, then organise it so that you have the right environment.
2. Communicate your purpose/agenda
So, you know why you’re meeting, now, tell everyone else why you are. Be sure to let all attendees know how long the meeting will be, where it will be, and what information is to be covered.
Be sure to let them also know what the goal of the meeting is—what deliverables, outcomes, etc. are expected so they can come prepared. Just because you’ve called the meeting doesn’t mean you’re the only one who has to do the talking.
Enable them to participate — sharing relevant information ahead of time, will ensure they come prepared to contribute, and take the spotlight off of you at the same time!
3. Supporting materials
Come prepared with the appropriate supporting materials. If this is an information gathering session, bring forms or tools for completion. Presentation? Bring slides/handouts, etc. Whatever will support communication of your key points, gathering of the required information, or structuring of the discussion should be included to create a stronger sense that everyone’s time is being well spent.
4. Everyone present for a purpose
Please ensure that every single individual invited to the meeting is there for a reason. And, more importantly, that each attendee clearly understands his/her specific role.
When planning your meeting consider team members’ roles. How can they contribute? Do they have key information, skills, experience that you can leverage in the meeting? Help them feel useful by letting them know the important role you’d like them to play.
Also helpful in running effective meetings, is to assign meeting management roles before you begin the meetings. Some specific meeting facilitation roles might include:
Scribe: to record key information, and meeting minutes
Flipchart recorder: to capture key points, questions visually on flipcharts
Timekeeper: to help keep to the agenda
5. Outcomes/agreements captured and reviewed
Before you end the meeting, review the agreed upon action items, along with the responsible parties for each item as discussed during the meeting. If you’ve assigned meeting scribes or flipchart recorders, then this step should be relatively simple.
6. Next steps defined
Discuss roundabout timeframes for completion of action items, and also make sure to review next steps. Set expectations now for a follow-up meeting, should one be required. Let everyone know what you anticipate will need to be covered in the next meeting.
7. Show your appreciation
Every single person’s time is precious. So, be sure to thank them for their participation and contributions. Motivate key participants by letting them know after the meeting just how helpful their contributions were during the meeting. This will help to ensure that next time you need to have a meeting, you’ll find willing participants ready to go.
8. Reflect on your process
Identify what went well, and what didn’t.
Send your burning questions about managing meetings to Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk for a personal response.
Thursday 16 April 2009
Networking groups for those of you in FM
Here are a couple of online groups you might like to join, which encourage networking, discussions, posting of events etc.
FM Club
Women in FM
Now, more than ever, is time to think about having an online presence, raise your profile, and help others by sharing your knowledge and experience.
For more ideas on your personal brand, contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk 07717 787077
FM Club
Women in FM
Now, more than ever, is time to think about having an online presence, raise your profile, and help others by sharing your knowledge and experience.
For more ideas on your personal brand, contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk 07717 787077
Monday 30 March 2009
Take some time out
In the final of the World Logging Championships two loggers competed to see who could fell the most timber between 8.00a.m. and 4.00p.m. They set to with attitude and seemed to chop stroke for stroke until Peter stopped at ten to 9.00. Sensing his chance Paul redoubled his efforts. At 9.00 Paul heard Peter start to chop again. They seemed to chop stroke for stroke until at ten to 10 Peter stopped again. Once again Paul redoubled his efforts. At the stroke of 10.00 Peter started chopping again. And so it went on through the whole day. At 4.00 when the final whistle blew Paul was supremely confident that the prize was his. You can imagine how surprised he was to discover he had lost. “How did you do that?” he asked Peter. “Every hour I heard you stop. How could you have cut more timber than me? It just isn’t possible.”
“It’s very simple” replied Peter. “Every hour at ten to the hour, I stopped. While you continued to cut I was sharpening my axe.”
Taking time out, even it it’s only to take a few deep breaths, makes you more effective.
Send your burning questions about time management to Liz Kentish The FM Coach for a personal response
“It’s very simple” replied Peter. “Every hour at ten to the hour, I stopped. While you continued to cut I was sharpening my axe.”
Taking time out, even it it’s only to take a few deep breaths, makes you more effective.
Send your burning questions about time management to Liz Kentish The FM Coach for a personal response
Thursday 26 March 2009
Please vote!
I have a short poll running on LinkedIn and would really like to hear from you if you are responsible for an FM team. Click here to vote.
Thanks for taking the time to vote!
Thanks for taking the time to vote!
Friday 20 March 2009
So what is a Personal Brand?
I hear more and more about 'personal branding' and recently I've attended workshops and presentations where they talk in detail about colours, appearance and so on.
I wonder if this is all it's about? Having spoken to some of my training and coaching clients, we feel it goes even deeper than this - it's about our values as individuals, and about authenticity - being more of who we naturally are, rather than trying to conform to some 'ideal' within our organisations.
What do you think? I'm keen to know how your perceive 'personal brand' so please do add your comments....or contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
I wonder if this is all it's about? Having spoken to some of my training and coaching clients, we feel it goes even deeper than this - it's about our values as individuals, and about authenticity - being more of who we naturally are, rather than trying to conform to some 'ideal' within our organisations.
What do you think? I'm keen to know how your perceive 'personal brand' so please do add your comments....or contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
Tuesday 24 February 2009
How things change!
Facilitating a 3-day FM programme this week, I am hearing more and more that suddenly FM is becoming high profile. Why? Two reasons:
1. People believe FM roles are relatively secure in the current economic climate, and
2. Our organisations are starting to understand the impact FM has on corporate strategy.
FM is a profession that should be held in high esteem, but which, until now, has largely been overlooked. You know how it is, no-one knows who you are when things are going well (and you rarely get thanks for it!), but once things go wrong (no heating, wrong coffee, someone's parked in the CEO's parking space...) everyone knows your name and your mobile number!
So, what's the answer? As your profile will be raised anyway when things go awry, why not focus on raising it anyway, letting people know when things are running smoothly? Publish your KPI results widely, not just to your boss and /or client, and perhaps use charts to demonstrate your performance - Transport for London do it for their tube lines and bus routes, and it's done them the world of good! Show how the FM services you provide support the overall business strategy - show clear links, how FM can be the foundation stones, how the business really cannot do without it.
This will start to deal with any lack of understanding about FM and its diverse services, and in turn will help turn around any lack of recognition.
Send your burning questions about raising the profile of FM to Liz Kentish The FM Coach, coach@lizkentishcoaching.co.uk or call 07717 787077
1. People believe FM roles are relatively secure in the current economic climate, and
2. Our organisations are starting to understand the impact FM has on corporate strategy.
FM is a profession that should be held in high esteem, but which, until now, has largely been overlooked. You know how it is, no-one knows who you are when things are going well (and you rarely get thanks for it!), but once things go wrong (no heating, wrong coffee, someone's parked in the CEO's parking space...) everyone knows your name and your mobile number!
So, what's the answer? As your profile will be raised anyway when things go awry, why not focus on raising it anyway, letting people know when things are running smoothly? Publish your KPI results widely, not just to your boss and /or client, and perhaps use charts to demonstrate your performance - Transport for London do it for their tube lines and bus routes, and it's done them the world of good! Show how the FM services you provide support the overall business strategy - show clear links, how FM can be the foundation stones, how the business really cannot do without it.
This will start to deal with any lack of understanding about FM and its diverse services, and in turn will help turn around any lack of recognition.
Send your burning questions about raising the profile of FM to Liz Kentish The FM Coach, coach@lizkentishcoaching.co.uk or call 07717 787077
Friday 20 February 2009
Be More Persuasive
I heard on the news that Oprah Winfrey’s school for girls in South Africa has an oratorium. Why? It’s because she feels that leaders and influencers need to have good speaking skills. Whether you’re speaking to 1 or 100, I couldn’t agree more.
Public speaking is one of the quickest ways to establish credibility as an entrepreneur. It’s also one of the biggest phobias most human beings have. So for the moment, let’s forget about giving a planned, formal presentation to an audience.
Public speaking encompasses many other opportunities to establish credibility. Think about it. We’re formulating opinions of fellow entrepreneurs every day, based on those experiences. When and where?
At committee meetings, volunteer groups, boards, public forums, with co-workers, with a boss, with customers, networking events, luncheons, trade shows, and informal meetings. (OK, you get my drift.) Just remember that a big part of an entrepreneur’s brand and image are influenced by how a person presents him/herself in each of those settings.
There are two different ways we make that impression. One way is through the choice of words and the delivery of a well thought-out position. The second, and more powerful influence is the speaker’s level of passion, conviction, and sincerity. To give you a great example of the power of conviction and passion, consider this excerpt from Tony Robbins’ The Power to Shape your Destiny . “When two people meet, if there’s rapport, if there’s a feeling of mutual respect and trust… if one person is more certain than the other, that person will eventually influence the other person’s feelings.” Pretty powerful stuff, if you think about it. By having a stronger sense of conviction, belief, and passion, you can persuade someone. Because you must establish trust and rapport, of course there is the need for sincerity. Think of what happens when sincerity is NOT present. The minute someone starts bragging or arrogance creeps in, we tune out. We assume that in future dealings that person will be looking out for them self. Call me old-fashioned, but I know there are some powerful people out there who are humble and genuinely interested in the well being of others. So those are the type of people we should choose to surround ourselves with and rely on.
That said, as long as you’re sincere and have conviction I believe you’ll have more credibility and will be more persuasive than the passion-less person who might put together a more articulate argument.
Here are a few tips for being persuasive:
Tip #1: Be sincere, be genuine, and don’t worry about how you’re going to come across. (I think this also helps to relax us, making it even easier to formulate our thoughts.) As long as we speak from our hearts, we’ll be powerful.
Tip #2 If you’re fearful of speaking, start small. But do practice. Start with your introduction or “elevator speech”. Practice on coworkers, friends, significant other, kids or the dog. Anybody who will listen!
Tip #3: Be likeable. Smile, and let your passion shine through. Of course, you don’t want a silly grin on your face the whole time. But the idea is to make yourself approachable. You want to connect with your listeners.
Tip #4: Appreciate your listeners’ time and don’t drone on. There’s an old quote that says, “Be accurate! Be brief! And then be seated!” I can remember being at a networking meeting where everyone had 30 seconds for a quick introduction. Most took more than their share of time. What was fascinating is that I had several people come up to me afterwards, simply based on my brief introduction. They appreciated the fact that I kept it short, I sounded confident yet approachable, and I whet their appetite with just one tidbit of info that had them asking for more.
Tip #5: Believe it! I’ve seen people speak with so little conviction that I wondered if they truly believed what they were proposing. If you don’t believe it deep down in your heart, no one else will. Just remind yourself of the wonderful value you’re offering, and how much your listener needs the information you’re about to share.
I’ve covered just the tip of the iceberg when it comes to being a more persuasive communicator. But even a modest improvement in each of the five areas above will result in a dramatic change in your results. Try it!
Looking for a keynote FM speaker? Call Liz Kentish on 01778 561326 / 07717 787077 or e-mail coach@lizkentishcoaching.co.uk
Article Source: http://www.articlesbase.com/leadership-articles/be-more-persuasive-779485.html
About the Author:
Pat Price has worked with numerous clients to generate more business and boost their marketing effectiveness. She is a professional speaker and president of The Price Group, Inc, a full-service marketing firm serving small to mid-sized organizations. To receive Pat’s free Marketing Tips! newsletter, go to www.PatPriceSpeaks.com/Resources.php . She can be reached at 630.717.8332 or through her website at www.ThePriceGroup.biz.
Public speaking is one of the quickest ways to establish credibility as an entrepreneur. It’s also one of the biggest phobias most human beings have. So for the moment, let’s forget about giving a planned, formal presentation to an audience.
Public speaking encompasses many other opportunities to establish credibility. Think about it. We’re formulating opinions of fellow entrepreneurs every day, based on those experiences. When and where?
At committee meetings, volunteer groups, boards, public forums, with co-workers, with a boss, with customers, networking events, luncheons, trade shows, and informal meetings. (OK, you get my drift.) Just remember that a big part of an entrepreneur’s brand and image are influenced by how a person presents him/herself in each of those settings.
There are two different ways we make that impression. One way is through the choice of words and the delivery of a well thought-out position. The second, and more powerful influence is the speaker’s level of passion, conviction, and sincerity. To give you a great example of the power of conviction and passion, consider this excerpt from Tony Robbins’ The Power to Shape your Destiny . “When two people meet, if there’s rapport, if there’s a feeling of mutual respect and trust… if one person is more certain than the other, that person will eventually influence the other person’s feelings.” Pretty powerful stuff, if you think about it. By having a stronger sense of conviction, belief, and passion, you can persuade someone. Because you must establish trust and rapport, of course there is the need for sincerity. Think of what happens when sincerity is NOT present. The minute someone starts bragging or arrogance creeps in, we tune out. We assume that in future dealings that person will be looking out for them self. Call me old-fashioned, but I know there are some powerful people out there who are humble and genuinely interested in the well being of others. So those are the type of people we should choose to surround ourselves with and rely on.
That said, as long as you’re sincere and have conviction I believe you’ll have more credibility and will be more persuasive than the passion-less person who might put together a more articulate argument.
Here are a few tips for being persuasive:
Tip #1: Be sincere, be genuine, and don’t worry about how you’re going to come across. (I think this also helps to relax us, making it even easier to formulate our thoughts.) As long as we speak from our hearts, we’ll be powerful.
Tip #2 If you’re fearful of speaking, start small. But do practice. Start with your introduction or “elevator speech”. Practice on coworkers, friends, significant other, kids or the dog. Anybody who will listen!
Tip #3: Be likeable. Smile, and let your passion shine through. Of course, you don’t want a silly grin on your face the whole time. But the idea is to make yourself approachable. You want to connect with your listeners.
Tip #4: Appreciate your listeners’ time and don’t drone on. There’s an old quote that says, “Be accurate! Be brief! And then be seated!” I can remember being at a networking meeting where everyone had 30 seconds for a quick introduction. Most took more than their share of time. What was fascinating is that I had several people come up to me afterwards, simply based on my brief introduction. They appreciated the fact that I kept it short, I sounded confident yet approachable, and I whet their appetite with just one tidbit of info that had them asking for more.
Tip #5: Believe it! I’ve seen people speak with so little conviction that I wondered if they truly believed what they were proposing. If you don’t believe it deep down in your heart, no one else will. Just remind yourself of the wonderful value you’re offering, and how much your listener needs the information you’re about to share.
I’ve covered just the tip of the iceberg when it comes to being a more persuasive communicator. But even a modest improvement in each of the five areas above will result in a dramatic change in your results. Try it!
Looking for a keynote FM speaker? Call Liz Kentish on 01778 561326 / 07717 787077 or e-mail coach@lizkentishcoaching.co.uk
Article Source: http://www.articlesbase.com/leadership-articles/be-more-persuasive-779485.html
About the Author:
Pat Price has worked with numerous clients to generate more business and boost their marketing effectiveness. She is a professional speaker and president of The Price Group, Inc, a full-service marketing firm serving small to mid-sized organizations. To receive Pat’s free Marketing Tips! newsletter, go to www.PatPriceSpeaks.com/Resources.php . She can be reached at 630.717.8332 or through her website at www.ThePriceGroup.biz.
Wednesday 11 February 2009
Effective conversations that work
Success in FM is about different disciplines working together in a collaborative way.
To be effective, we need conversations that work. This means, we have to engage people in our conversations.
Yes, but Liz, we’re busy people and we don’t have the time!
It’s precisely when we don’t have the time that we need to ensure our communications are two-way, effective, and concise.
There are some fundamental emotional desires that people seek to have met in the workplace:
They want to be included and valued – this happens when they get recognition
They want to be competent – this happens when they are in control of their work
They want to be accepted – this happens when they are liked by their colleagues
They want different conversations that go somewhere, that inspire them and make them think!
When these desires are thwarted – or even when a person thinks that they might be – they are likely to feel angry, hurt, disappointed, sad, afraid, frustrated, rejected, resentful, ashamed. I don’t know about you, but I prefer not to work with people like that.
We need to be seeking out strengths, capabilities, possiblities, potential, and we can do this through simple questions like:
What do you want instead?
What else would improve as a result?
When have you overcome something similar?
What knowledge, experience, resources do you already have to help?
What will you do differently as a result of having reached the goal?
What might be the first small step?
Want to know more? Email coach@lizkentishcoaching.co.uk for your free Practical FM Guide - Effective conversations for high performance
To be effective, we need conversations that work. This means, we have to engage people in our conversations.
Yes, but Liz, we’re busy people and we don’t have the time!
It’s precisely when we don’t have the time that we need to ensure our communications are two-way, effective, and concise.
There are some fundamental emotional desires that people seek to have met in the workplace:
They want to be included and valued – this happens when they get recognition
They want to be competent – this happens when they are in control of their work
They want to be accepted – this happens when they are liked by their colleagues
They want different conversations that go somewhere, that inspire them and make them think!
When these desires are thwarted – or even when a person thinks that they might be – they are likely to feel angry, hurt, disappointed, sad, afraid, frustrated, rejected, resentful, ashamed. I don’t know about you, but I prefer not to work with people like that.
We need to be seeking out strengths, capabilities, possiblities, potential, and we can do this through simple questions like:
What do you want instead?
What else would improve as a result?
When have you overcome something similar?
What knowledge, experience, resources do you already have to help?
What will you do differently as a result of having reached the goal?
What might be the first small step?
Want to know more? Email coach@lizkentishcoaching.co.uk for your free Practical FM Guide - Effective conversations for high performance
Tuesday 3 February 2009
Is snow reason enough to work from home?
The Federation of Small Businesses estimated 20% of the UK's working population, or 6.4 million people, did not make it to work. South-east England had the worst snow it has seen for 18 years, causing all London buses to be pulled from service and the closure of Heathrow's runways.
In the FM environment, we need to be prepared for every eventuality, and ensuring your organisation has remote facilities for staff is one way to keep things running. More and more staff are being encouraged to work from home, but this does make some business leaders uncomfortable. Why? It's that T word again - Trust.
A recent poll by City & Guilds confirmed that many British managers were very uncomfortable with the idea of staff working from home, and were far happier dealing with people in the office. Is it because management techniques have not kept up with technological advances?
Of the employers who offer working from home, only 8% believe home-workers are less productive than their office-bound colleagues, while 30% say they are more productive. The remainder of employers say home-working makes no difference to productivity.
We know that home-working helps us save on space costs, but in return we need to consider our management style, health and safety issues and communication amongst other things. Let's not ignore the trend for working from home because it just seems to difficult to manage!
For a 30 minute laser conversation on managing your employees effectively, call Liz Kentish The FM Coach on 01778 561326 or e-mail coach@lizkentishcoaching.co.uk with your burning questions about managing your people.
In the FM environment, we need to be prepared for every eventuality, and ensuring your organisation has remote facilities for staff is one way to keep things running. More and more staff are being encouraged to work from home, but this does make some business leaders uncomfortable. Why? It's that T word again - Trust.
A recent poll by City & Guilds confirmed that many British managers were very uncomfortable with the idea of staff working from home, and were far happier dealing with people in the office. Is it because management techniques have not kept up with technological advances?
Of the employers who offer working from home, only 8% believe home-workers are less productive than their office-bound colleagues, while 30% say they are more productive. The remainder of employers say home-working makes no difference to productivity.
We know that home-working helps us save on space costs, but in return we need to consider our management style, health and safety issues and communication amongst other things. Let's not ignore the trend for working from home because it just seems to difficult to manage!
For a 30 minute laser conversation on managing your employees effectively, call Liz Kentish The FM Coach on 01778 561326 or e-mail coach@lizkentishcoaching.co.uk with your burning questions about managing your people.
Friday 23 January 2009
Creating and managing high performing remote teams
It’s tough enough managing the people you see every day. The challenges of getting things done from a distance, whether that means different sites or different countries, can cause even the most experienced manager sleepless nights. Geography can be the key enemy of great leadership.
Let’s remind ourselves of some of the ‘stories’ we hear about remote teams.
• They’re not interested in the company
• They TUPE’d over – they didn’t really want to work for us!
• They just want to come to work, do their job, then go home
• They don’t have access to computers, so there’s no point communicating with them
• I can’t manage them from a distance
• Their local manager/supervisor knows what s/he is doing
• I don’t have time to go driving all over the country/flying around the world
• It’s different in the North/Middle East/United States/EMEA etc
• They are too busy for me to go interfering
• I can’t afford to pay for team briefings, training , flights etc
• The client is happy with their performance, so I don’t need to worry about them
How much easier would life be if you were able to manage them more effectively, keep them motivated, reduce churn and increase productivity? You don’t need a magic wand, just some simple, practical tips.
It takes special Leadership skills to successfully manage remote teams.
1. Trust and honesty – trust your local manager/supervisor and their teams – every single one of them. Answer their questions honestly and address tough issues as soon as possible. Don’t be tempted to rely on those based in your building to do the lion’s share of the work, or the most urgent jobs – share the workload fairly. Establish your team-specific “ground rules” - these are the unwritten rules that guide how work gets done in your team. For examples, do you have an open door policy? How are suggestions for improvements to be made? How does communication work amongst team members?
2. Clarity – ensure they all understand their objectives. As far as possible, allocate short-term projects, so you can tell early on if the work is on track. Any change within the team - be it to responsibilities, new ways of working, additions to or loss of staff - may mean that established, well-functioning teams sometimes revert to a stage where their roles, responsibilities and objectives need to be reviewed and re-clarified. As their manager, it is imperative that you take the lead in defining these roles and responsibilities early on.
3. Focus on results. You need to measure the output from individuals and local teams, rather than processes. This also allows you to intervene quickly if you spot the early signs of under-performance. Encourage people to take small actions so they don’t become overwhelmed. Check in regularly with their progress.
4. Communication - understand their styles of communication, learning, managing, motivation – and adapt yours to suit them.
5. Feedback – are you catching them doing things right? Start every contact you have with a simple question ‘what’s been going well?’ and listen actively to their responses.
The keys to giving great feedback are:
• Give praise publicly, give criticism in private
• Be sincere
• Choose your timing carefully – do it as soon as you can after the event
• Ask for self-assessment
• Focus on specifics and don’t mix it with other messages
• Limit feedback to a few important points.
6. Role model – consistently demonstrate the behaviours you want to see in your teams, starting with the ‘T’ word - trust. Do you want them to speak positively about the company, the Client, their work? Then you must, too – all the time, to everyone you interact with.
7. Networking – build relationships with key people who can help you manage – the supervisor/manager, the receptionist, security guards, key communicators within the team. Find common interests at all levels of the wider team and help people work more closely by sharing knowledge. Find yourself a mentor – someone who has been there and done it – and learn both from their successes and the challenges they faced.
8. Use technology – use simple methods of communicating that will make your people feel they are in the same building as you – instant messaging, tele- and video-conferencing, webinars, intranet sites, or shared systems such as SharePoint or Meeting Place. If you are working with an international team, it is useful to have interpreters on hand and to be aware of cultural differences.
Communication is the glue that holds teams together; this is even more relevant when your team is dispersed. Not everyone is comfortable with the ‘virtual world’, so you might need to make yourself available by ‘phone on a regular basis at a time to suit them, or perhaps send them a printed newssheet. When a new person joins the team, make every effort to meet them in person – it will make your life easier later on. Your people will form their impressions not just on the words they read or hear, but also on the tone of the message and non-verbal signals. Don’t assume you know what works best for them – ask. After all, people are not inspired by words they cannot hear.
Speak to Liz Kentish The FM Coach on 01778 561326 for more management solutions for your high performing teams or e-mail your burning questions to coach@lizkentishcoaching.co.uk for a personal response
Let’s remind ourselves of some of the ‘stories’ we hear about remote teams.
• They’re not interested in the company
• They TUPE’d over – they didn’t really want to work for us!
• They just want to come to work, do their job, then go home
• They don’t have access to computers, so there’s no point communicating with them
• I can’t manage them from a distance
• Their local manager/supervisor knows what s/he is doing
• I don’t have time to go driving all over the country/flying around the world
• It’s different in the North/Middle East/United States/EMEA etc
• They are too busy for me to go interfering
• I can’t afford to pay for team briefings, training , flights etc
• The client is happy with their performance, so I don’t need to worry about them
How much easier would life be if you were able to manage them more effectively, keep them motivated, reduce churn and increase productivity? You don’t need a magic wand, just some simple, practical tips.
It takes special Leadership skills to successfully manage remote teams.
1. Trust and honesty – trust your local manager/supervisor and their teams – every single one of them. Answer their questions honestly and address tough issues as soon as possible. Don’t be tempted to rely on those based in your building to do the lion’s share of the work, or the most urgent jobs – share the workload fairly. Establish your team-specific “ground rules” - these are the unwritten rules that guide how work gets done in your team. For examples, do you have an open door policy? How are suggestions for improvements to be made? How does communication work amongst team members?
2. Clarity – ensure they all understand their objectives. As far as possible, allocate short-term projects, so you can tell early on if the work is on track. Any change within the team - be it to responsibilities, new ways of working, additions to or loss of staff - may mean that established, well-functioning teams sometimes revert to a stage where their roles, responsibilities and objectives need to be reviewed and re-clarified. As their manager, it is imperative that you take the lead in defining these roles and responsibilities early on.
3. Focus on results. You need to measure the output from individuals and local teams, rather than processes. This also allows you to intervene quickly if you spot the early signs of under-performance. Encourage people to take small actions so they don’t become overwhelmed. Check in regularly with their progress.
4. Communication - understand their styles of communication, learning, managing, motivation – and adapt yours to suit them.
5. Feedback – are you catching them doing things right? Start every contact you have with a simple question ‘what’s been going well?’ and listen actively to their responses.
The keys to giving great feedback are:
• Give praise publicly, give criticism in private
• Be sincere
• Choose your timing carefully – do it as soon as you can after the event
• Ask for self-assessment
• Focus on specifics and don’t mix it with other messages
• Limit feedback to a few important points.
6. Role model – consistently demonstrate the behaviours you want to see in your teams, starting with the ‘T’ word - trust. Do you want them to speak positively about the company, the Client, their work? Then you must, too – all the time, to everyone you interact with.
7. Networking – build relationships with key people who can help you manage – the supervisor/manager, the receptionist, security guards, key communicators within the team. Find common interests at all levels of the wider team and help people work more closely by sharing knowledge. Find yourself a mentor – someone who has been there and done it – and learn both from their successes and the challenges they faced.
8. Use technology – use simple methods of communicating that will make your people feel they are in the same building as you – instant messaging, tele- and video-conferencing, webinars, intranet sites, or shared systems such as SharePoint or Meeting Place. If you are working with an international team, it is useful to have interpreters on hand and to be aware of cultural differences.
Communication is the glue that holds teams together; this is even more relevant when your team is dispersed. Not everyone is comfortable with the ‘virtual world’, so you might need to make yourself available by ‘phone on a regular basis at a time to suit them, or perhaps send them a printed newssheet. When a new person joins the team, make every effort to meet them in person – it will make your life easier later on. Your people will form their impressions not just on the words they read or hear, but also on the tone of the message and non-verbal signals. Don’t assume you know what works best for them – ask. After all, people are not inspired by words they cannot hear.
Speak to Liz Kentish The FM Coach on 01778 561326 for more management solutions for your high performing teams or e-mail your burning questions to coach@lizkentishcoaching.co.uk for a personal response
Thursday 22 January 2009
Business nightmares and how to recover from them
Last night I went along to the Entrepreneurs' Masterclass held at the British Library. You would recognise at least one of the speakers - Rachel Elnaugh (Dragons' Den).
The event was publicised like this:
'Are you weighing up the risks of an entrepreneurial future? Do you have concerns that an economic downturn will affect your chances of success?
Starting a business is always a huge test of determination and stamina. In this economic climate, special skills are required. To stand the best chance of success, entrepreneurs must have the resilience to confront and overcome challenges, as well as having the vision for success.
'Business Nightmares@ is a unique chance to hear how a panel of highly successful entrepreneurs survived the toughest times and built business success on the back of the lessons learned.'
And it delivered every part of that!
Here are the key points I took from the event, in terms of avoiding business nightmares:
You need clear management information
Ask for help
It's not ideas that make a business, it's the execution of them
Most entrepreneurs have a psychotic optimisim!
Focus on giving your customer what they really want
Act swiftly
Now is a good time to be in business, remember Disney and Hewlett Packard both started their businesses in the depression
You're at your most vulnerable when you're doing well - this was the 'golden nugget' for me, and I'm sure this applies to every business model.
Many FMs right now are saying 'it's a good time for FM. Client organisations are outsourcing because they need to reduce costs, and that business is coming to us'. But let's not become complacent, remembering what Rachel says 'You're at your most vulnerable when you're doing well'.
Call Liz Kentish The FM Coach today for an assessment of your organisation's capabilities and vulnerabilities 01778 561326 or e-mail coach@lizkentishcoaching.co.uk
The event was publicised like this:
'Are you weighing up the risks of an entrepreneurial future? Do you have concerns that an economic downturn will affect your chances of success?
Starting a business is always a huge test of determination and stamina. In this economic climate, special skills are required. To stand the best chance of success, entrepreneurs must have the resilience to confront and overcome challenges, as well as having the vision for success.
'Business Nightmares@ is a unique chance to hear how a panel of highly successful entrepreneurs survived the toughest times and built business success on the back of the lessons learned.'
And it delivered every part of that!
Here are the key points I took from the event, in terms of avoiding business nightmares:
You need clear management information
Ask for help
It's not ideas that make a business, it's the execution of them
Most entrepreneurs have a psychotic optimisim!
Focus on giving your customer what they really want
Act swiftly
Now is a good time to be in business, remember Disney and Hewlett Packard both started their businesses in the depression
You're at your most vulnerable when you're doing well - this was the 'golden nugget' for me, and I'm sure this applies to every business model.
Many FMs right now are saying 'it's a good time for FM. Client organisations are outsourcing because they need to reduce costs, and that business is coming to us'. But let's not become complacent, remembering what Rachel says 'You're at your most vulnerable when you're doing well'.
Call Liz Kentish The FM Coach today for an assessment of your organisation's capabilities and vulnerabilities 01778 561326 or e-mail coach@lizkentishcoaching.co.uk
Tuesday 20 January 2009
Youth Coaching - how we're making a real difference
Last year a good friend of mine Harry Singha, asked if I would become a sponsor of his his new youth coaching community programme. I agreed of course, because the aim is to provide peer coaching in all communities.
What is a Community Coaching Programme?
Here a Community may be defined as a group that serves young people. This maybe a school, youth centre, or defined by geography, such as a town or city.
The programme has three key stages
1) Essential Youth Coaching Skills certificate programme for all members of the community to attend. One day programme - worth over £3,000
Delivered at a venue within the host community on a day suitable for them (£ priceless)!
2) Accredited Youth Coaching training for up to 10 members of the community including young people and a few adults. Five days training then twelve months home study and assessment period, leading to a level 2 (GCSE equivalent) or level 3 (post diploma) accreditation with the Open College Network (OCN) and the Youth Coaching Academy - worth over £30,000
Delivered at a venue within the host community on days suitable for them (£ priceless)!
3) Twelve months support to create the systems to deliver a sustainable and effective Youth and Youth Peer Coaching Service - worth over £5,000
The community gets all this for just £100, because we are funding it.
The Youth Coaching Academy http://www.youthcoachingacademy.com has been training young people and those who work with them to become professionally trained and accredited as youth coaches since 2002 and has projects in over seven countries.
Yesterday I spent the day with Harry in Newham, along with young people, teachers, youth workers and other entrepreneurs - it's amazing to see the impact a few hours can make! One young man I was working with set himself some realistic small goals, towards his dream of becoming well-known for his jazz music, another girl told me how she can use her new skills with her young cousins, both of whom have ADHD.
If you'd like to get involved in any way in supporting us, please call Liz Kentish The FM Coach on 01778 561326 or email coach@lizkentishcoaching.co.uk
What is a Community Coaching Programme?
Here a Community may be defined as a group that serves young people. This maybe a school, youth centre, or defined by geography, such as a town or city.
The programme has three key stages
1) Essential Youth Coaching Skills certificate programme for all members of the community to attend. One day programme - worth over £3,000
Delivered at a venue within the host community on a day suitable for them (£ priceless)!
2) Accredited Youth Coaching training for up to 10 members of the community including young people and a few adults. Five days training then twelve months home study and assessment period, leading to a level 2 (GCSE equivalent) or level 3 (post diploma) accreditation with the Open College Network (OCN) and the Youth Coaching Academy - worth over £30,000
Delivered at a venue within the host community on days suitable for them (£ priceless)!
3) Twelve months support to create the systems to deliver a sustainable and effective Youth and Youth Peer Coaching Service - worth over £5,000
The community gets all this for just £100, because we are funding it.
The Youth Coaching Academy http://www.youthcoachingacademy.com has been training young people and those who work with them to become professionally trained and accredited as youth coaches since 2002 and has projects in over seven countries.
Yesterday I spent the day with Harry in Newham, along with young people, teachers, youth workers and other entrepreneurs - it's amazing to see the impact a few hours can make! One young man I was working with set himself some realistic small goals, towards his dream of becoming well-known for his jazz music, another girl told me how she can use her new skills with her young cousins, both of whom have ADHD.
If you'd like to get involved in any way in supporting us, please call Liz Kentish The FM Coach on 01778 561326 or email coach@lizkentishcoaching.co.uk
Monday 12 January 2009
How to Build Trust and Develop Relationships with Clients and Employees That Last a Lifetime
When it comes to customer loyalty, nothing is more important than the trust you develop with your customers. Research from Texas A & M University says if customers see you as being trustworthy and reliable ... and if customers see you fulfilling your promises … then they will become enthusiastic customers for life.
The same is true with your co-workers. If your employees see you telling the truth, even when it's not easy or comfortable to do so then you'll build an incredible bond of trust with them. And with that bond of trust will come more cooperation and motivation.
The lesson is clear. If you want your customers to remain loyal, you must earn and keep their trust. If you want a stronger team at work, you have to build a foundation of trust.
So trust is your ultimate competitive advantage.
Now, how do you build or re-build trust?
4 Ways to Build Trust, Gain Loyalty & Retain Employees and Customers for Life
1. Assume the best about your employees and customers
When something goes wrong, or when the other person disappoints you, start by assuming the best. Don't immediately jump into the fray, pound your desk, froth at the mouth, and demand to know why your employees or customers did something so stupid.
Instead, honor the other person. Rather than focus on WHO's to blame for what went wrong, focus on WHAT can be done about it. That takes the focus off the past and off the other person. It puts the focus onto the future where the two of you can work together.
Besides, if you jump in too quickly, blaming someone for what happened, you'll often embarrass yourself. You may find out that you're really the one to blame for the problem that occurred.
2. Stick up for your customers or employees when they're in the right
You build trust when you speak out on someone's behalf, especially when it's not politically popular or interpersonally comfortable. Martin Luther King, Jr. said, "In the end we will not remember the words of our enemies but the silence of our friends."
I'll never forget the time I chaired the task force of a charitable organization. Over a period of time, it came to my attention that the organization had misused funds on several occasions. My task force members urged me to confront the Board and document my findings. They would be there to back me up.
I did that, but not one of the task force members backed me up when the top leaders lashed out in defense and aggression. If nothing else, I learned that Dr. King was right. It was the silence of my "friends" that I remember the most today.
3. Refuse to gossip
There's something very alluring, and maybe even a little satisfying, about sharing a negative tidbit. It may make you feel a bit superior, but you've got to fight the urge to add to the gossip and the people bashing that may go on in the company cafeteria or behind a customer's back. You just can't do it.
The reason is simple.
Negative gossip almost always gets back to the person you are discussing. That's just the nature of juicy, negative, sensationalized news. And to make matters worse, the version that gets back to the person you discussed is almost always worse than the version you shared.
4. Keep your promises
Nothing destroys trust faster than failing to keep your promises.
Think about it. No one ever forgets a promise. You tell your child you'll take her to the amusement park, and she'll remind you fifteen times that "you promised."
You tell a colleague that you'll get back to him, and he sees it as a promise. You tell a client, that an assignment will be finished by tomorrow and she sees it as a promise. And it doesn't work to go back to them and say you forgot or you got busy. In their minds, you broke your promise, and the trust between the two of you is damaged.
So, if you want to build trust, the solution is simple. Keep your promises.
A final thought
Don't get discouraged, if you're in the process of building or re-building trust in a relationship. Trust takes time.
Just as it takes more than one block to build a fortress, it takes more than one action to build trust. It takes a lot of blocks, put down … over time … to get the results you want. It works the same way when you're building trust. Go ahead and use the four trust building blocks I've just given you and you will:
- Become a better leader and manager
- Retain your employees – (Don't forget … high employee turn-over = higher costs)
- Keep your customers who want to buy from you over and over again for life
- Achieve more than you ever thought possible
And, it's all because trust is the "ultimate competitive advantage."
Want to get started but not sure how? Call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 for genuine support and advice.
E-mail coach@lizkentishcoaching.co.uk
About the author:
Best-selling author and Hall of Fame professional speaker, Dr.Alan Zimmerman has transformed more than a million people into better managers and leaders in the office and in the marketplace. For even more tips on how to build relationships with employees and customers that last a lifetime go to http://www.DrZimmerman.com and get his free e-book that's filled with his most popular articles.
Article Source: http://www.Free-Articles-Zone.com
The same is true with your co-workers. If your employees see you telling the truth, even when it's not easy or comfortable to do so then you'll build an incredible bond of trust with them. And with that bond of trust will come more cooperation and motivation.
The lesson is clear. If you want your customers to remain loyal, you must earn and keep their trust. If you want a stronger team at work, you have to build a foundation of trust.
So trust is your ultimate competitive advantage.
Now, how do you build or re-build trust?
4 Ways to Build Trust, Gain Loyalty & Retain Employees and Customers for Life
1. Assume the best about your employees and customers
When something goes wrong, or when the other person disappoints you, start by assuming the best. Don't immediately jump into the fray, pound your desk, froth at the mouth, and demand to know why your employees or customers did something so stupid.
Instead, honor the other person. Rather than focus on WHO's to blame for what went wrong, focus on WHAT can be done about it. That takes the focus off the past and off the other person. It puts the focus onto the future where the two of you can work together.
Besides, if you jump in too quickly, blaming someone for what happened, you'll often embarrass yourself. You may find out that you're really the one to blame for the problem that occurred.
2. Stick up for your customers or employees when they're in the right
You build trust when you speak out on someone's behalf, especially when it's not politically popular or interpersonally comfortable. Martin Luther King, Jr. said, "In the end we will not remember the words of our enemies but the silence of our friends."
I'll never forget the time I chaired the task force of a charitable organization. Over a period of time, it came to my attention that the organization had misused funds on several occasions. My task force members urged me to confront the Board and document my findings. They would be there to back me up.
I did that, but not one of the task force members backed me up when the top leaders lashed out in defense and aggression. If nothing else, I learned that Dr. King was right. It was the silence of my "friends" that I remember the most today.
3. Refuse to gossip
There's something very alluring, and maybe even a little satisfying, about sharing a negative tidbit. It may make you feel a bit superior, but you've got to fight the urge to add to the gossip and the people bashing that may go on in the company cafeteria or behind a customer's back. You just can't do it.
The reason is simple.
Negative gossip almost always gets back to the person you are discussing. That's just the nature of juicy, negative, sensationalized news. And to make matters worse, the version that gets back to the person you discussed is almost always worse than the version you shared.
4. Keep your promises
Nothing destroys trust faster than failing to keep your promises.
Think about it. No one ever forgets a promise. You tell your child you'll take her to the amusement park, and she'll remind you fifteen times that "you promised."
You tell a colleague that you'll get back to him, and he sees it as a promise. You tell a client, that an assignment will be finished by tomorrow and she sees it as a promise. And it doesn't work to go back to them and say you forgot or you got busy. In their minds, you broke your promise, and the trust between the two of you is damaged.
So, if you want to build trust, the solution is simple. Keep your promises.
A final thought
Don't get discouraged, if you're in the process of building or re-building trust in a relationship. Trust takes time.
Just as it takes more than one block to build a fortress, it takes more than one action to build trust. It takes a lot of blocks, put down … over time … to get the results you want. It works the same way when you're building trust. Go ahead and use the four trust building blocks I've just given you and you will:
- Become a better leader and manager
- Retain your employees – (Don't forget … high employee turn-over = higher costs)
- Keep your customers who want to buy from you over and over again for life
- Achieve more than you ever thought possible
And, it's all because trust is the "ultimate competitive advantage."
Want to get started but not sure how? Call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 for genuine support and advice.
E-mail coach@lizkentishcoaching.co.uk
About the author:
Best-selling author and Hall of Fame professional speaker, Dr.Alan Zimmerman has transformed more than a million people into better managers and leaders in the office and in the marketplace. For even more tips on how to build relationships with employees and customers that last a lifetime go to http://www.DrZimmerman.com and get his free e-book that's filled with his most popular articles.
Article Source: http://www.Free-Articles-Zone.com
Sunday 4 January 2009
Green Energy UK
The latest reports regarding the use of "green" eco-friendly power have given some surprising, but pleasant, information on the subject of the United Kingdoms fuel habits since last year.
Money put into green power this year has hit £75 Billion, which is an increase of a massive 60% from the previous years UN Environment Programme (UNEP) report. The statement goes on to say that a continuing increase of oil prices, concerns over climate change and energy supplies and better promotion from the government are behind the rise of usage.
The methods most favoured by the public are wind power and solar power, with more people than ever are setting up personal wind generators and solar panels on their homes.
The UNEP has forecasted that by 2012 around £280 Billion will be spent each year on projects improving and developing already existing green energy ventures, and even expect it to double by 2020.
Most of the current investments have been supplied to Europe and the United States. However there are more projects being targeting to China, India and Brazil being progressed.
Unfortunately the wind power developers have suffered during the first few months of this year, as due to the credit markets becoming coming tighter, they were unable to finance themselves. However the rest of the green energy spectrum had continued to grow and become stronger.
There is much in the pipeline for this area of business too, with a lot of governments within the EU and America confident that many businesses will take advantage of the growing awareness of fossil fuels rapidly running out, and seizing the businesses opportunities while the media and general public are concentrating on it. This in turn will of course help the planet as a whole as green energy will become not only more popular but more accessible too.
This past month, the United Kingdoms energy minister, Malcolm Wicks has stated that the whole of Britain would undergo a "Green revolution" and that the government plans to fit a quarter of new homes with solar panels and erect "thousands" of new wind turbines.
With gas and electricity prices continuing to rise, it is good news that the government plan to ensure the UK has renewable sources of electricity and utilities.
The FM Industry certainly has a role to play in promoting efficient energy sources - what are you doing in your area? Contact Liz Kentish The FM Coach to talk more about best practice in FM - call 07717 787077 or coach@lizkentishcoaching.co.uk
Article Source: http://EzineArticles.com/?expert=Jennifer_Quirk
Money put into green power this year has hit £75 Billion, which is an increase of a massive 60% from the previous years UN Environment Programme (UNEP) report. The statement goes on to say that a continuing increase of oil prices, concerns over climate change and energy supplies and better promotion from the government are behind the rise of usage.
The methods most favoured by the public are wind power and solar power, with more people than ever are setting up personal wind generators and solar panels on their homes.
The UNEP has forecasted that by 2012 around £280 Billion will be spent each year on projects improving and developing already existing green energy ventures, and even expect it to double by 2020.
Most of the current investments have been supplied to Europe and the United States. However there are more projects being targeting to China, India and Brazil being progressed.
Unfortunately the wind power developers have suffered during the first few months of this year, as due to the credit markets becoming coming tighter, they were unable to finance themselves. However the rest of the green energy spectrum had continued to grow and become stronger.
There is much in the pipeline for this area of business too, with a lot of governments within the EU and America confident that many businesses will take advantage of the growing awareness of fossil fuels rapidly running out, and seizing the businesses opportunities while the media and general public are concentrating on it. This in turn will of course help the planet as a whole as green energy will become not only more popular but more accessible too.
This past month, the United Kingdoms energy minister, Malcolm Wicks has stated that the whole of Britain would undergo a "Green revolution" and that the government plans to fit a quarter of new homes with solar panels and erect "thousands" of new wind turbines.
With gas and electricity prices continuing to rise, it is good news that the government plan to ensure the UK has renewable sources of electricity and utilities.
The FM Industry certainly has a role to play in promoting efficient energy sources - what are you doing in your area? Contact Liz Kentish The FM Coach to talk more about best practice in FM - call 07717 787077 or coach@lizkentishcoaching.co.uk
Article Source: http://EzineArticles.com/?expert=Jennifer_Quirk
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