I hope you all had a fabulous long Jubilee weekend. In our little corner of Lincolnshire we organised a two-day spectacular, which involved a talent show, hog roast, races, barbecue, disco, beacon lighting, flag raising and on it went. Even the good old British weather didn’t dampen our spirits! We joked that the events would be ‘organised chaos’, but in fact it all went smoothly, thanks to some fabulous teamwork.
Business can learn a lot from the successful Jubilee celebrations! We put together a small committee, each with very clear roles, and an overall goal – fun! Since the New Year the committee met regularly to check progress and to rope in others whose skills we needed.
Every time someone was co-opted to help, they were also given a clear idea of the goal, but otherwise left pretty much to make it their own. We held a fundraising event back in March, so that the Jubilee weekend would not burn a hole in people’s pockets, and were thrilled with the donations and gifts of food, time and manpower! Everyone involved was thanked publicly at the event – this is so critical, as it makes people feel valued, and also encourages them to get involved again next time!
Whilst all this was happening in not-so-sleepy Lincolnshire, we also managed to catch up with the events in London. HM the Queen continues to be a role model to so many; duty above all, and always a smile and a kind word for those she meets. Isn’t this the real core skill of a great Leader? To make everyone feel like they matter and that their views are important? When times are tough as well as when they are good, the Queen has been consistent – again a vital leadership skill.
Every leader needs someone to rely on – The Duke of Edinburgh has shown himself again and again to be a rock. Some of the great leaders I work with will tell you that having a coach beside them is their ‘rock’ – someone who pushes and encourages, never judges, reminds them of the goals, and celebrates with them.
Lots of food for thought for us all from the Jubilee. How was yours?
Showing posts with label coaching. Show all posts
Showing posts with label coaching. Show all posts
Thursday, 7 June 2012
Wednesday, 7 December 2011
Please - don’t judge me
I’ve been working with a client recently who, as part of our coaching, decided to undertake both 360˚ feedback with colleagues, as well as using our own ‘personal asset register’ – (check out our e-book The Hunt is On for more details)
What has been really interesting, is how quick people are to judge – we read the word ‘workaholic’ a few times, and work-life balance was also mentioned quite often. Rather than simply jumping to the conclusion that my client needs to have a better balance, we didn’t take these comments at face value, but instead looked deeper, to check whether their current ‘balance’ and workload is in fact in line with their personal values. And guess what? With a few little tweaks, their current workload is manageable, in fact it’s fun! This individual is driven by pressure, deadlines, and success.
So, the message is, beware of judging others by your own values – it may just be that they are different!
Have you come across something similar? Let us know - email Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326
What has been really interesting, is how quick people are to judge – we read the word ‘workaholic’ a few times, and work-life balance was also mentioned quite often. Rather than simply jumping to the conclusion that my client needs to have a better balance, we didn’t take these comments at face value, but instead looked deeper, to check whether their current ‘balance’ and workload is in fact in line with their personal values. And guess what? With a few little tweaks, their current workload is manageable, in fact it’s fun! This individual is driven by pressure, deadlines, and success.
So, the message is, beware of judging others by your own values – it may just be that they are different!
Have you come across something similar? Let us know - email Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326
Saturday, 8 October 2011
Coaching Tools - Part Three - Effective Listening Skills
The ability to listen, not just hear but listen and absorb what is being said is one of the most important skills a coach can master. We are not natural listeners, during a conversation most people are already working out what they are going to say in response; they’re not really listening, they are just hearing.
As a coach it is vital not to go into a session with your own issues that you are trying to deal with. These need to be left outside or you will not be effective.
Prepare yourself. Employ a technique that works for you to clear your mind, a quiet walk, a few minutes of silent meditation, whatever it takes to concentrate your focus on your client. They need to know that you are truly listening to them. It may be that for the first time in their lives someone actually cares enough to let them express their thoughts.
During a coaching session you may find some of your client’s beliefs challenging to your own and it’s a mistake to try to influence these beliefs and aim to align them more with your own by asking questions or guiding your client to an area which sits more comfortably with your own view of the world. Your own beliefs and views are not relevant when it comes to coaching your client even if you recognise what they are describing and can relate to the situation. If you do this then you will almost certainly have closed your mind to what is being said because you are sure you know the outcome based on your own circumstances. The truth however is that everyone sees the same situation differently. By thinking that you know the answer you are not listening to what is being said.
There are three levels of listening.
Level one, is internal listening. This is listening in an everyday situation and it focuses on you rather than the other person. It’s how you interpret a conversation and it’s meaning to you and would be relevant to organising the next appointment with your client or how much your shopping comes to in the supermarket. Getting information on all manner of things that relate to you. This is not the main level you would use for a coaching session.
Level two is where the focus is on the speaker. This is why at the start of the session you need to clear your own mind, so that you can fully engage with your client. It’s not just the words they say, but importantly how they are said. Is there an energy to the words or is it slow and unemotional? What is their body language telling you as they speak, is that telling a different story to the words? What can you learn from the pauses and how are they responding to your questions and clarification of what they have said?
Being aware of all these nuances will help you to gain a viewpoint to the way your client is responding and for the client to feel valued and understood.
Level two listening is all about the speaker, and this is the zone that a coach needs to be in for a successful session.
Level three listening can be termed as holistic listening. Again the focus is on the speaker, however as a coach you are taking in the big picture. The what’s not said, it is intuitive listening. Using your senses to discern what is happening in the world around your client. Picking up on signals that you neither see or hear, but you can feel! It's not widely used, but being aware of it and gaining experience through it’s use, can be a valuable asset.
For a coaching session level two listening would be the main level ensuring that level three listening is used also. Level one is useful at the start and finish of each session to clarify detail and actions.
A coach will respect what the client is saying because it is important to them that you are genuinely interested. By showing empathy not sympathy, the client understands that you understand and that they know you care, the conversation will not be superficial and they will open up to allow positive progress. Understand and appreciate their world, but do not enter it!
Clarifying what is being said, through questioning to find out what the client wants to achieve. They may not know this themselves at the beginning but getting them to clarify their thoughts helps the speaker to define their direction and ultimately their goals.
Articulating back to the client what they have shared helps them to understand what it is they have actually said and whether there is something that they have been unwilling to face in the past.
Reflecting on what’s been said allows both coach and client to understand and agree a way forward.
Make sure that you know where you are in relation to the client’s goal. If you feel that you are going off in the wrong direction, then find the right moment to ask a question such as “where are we in relation to your goal?”
Be aware of silences, these should be natural and a time to reflect on what’s just been said. If the client pauses don’t jump in with a question or observation, they may only have paused to bring something else to the surface and you have just interrupted their train of thought. Remember the three second rule!
Listening is a key skill to having a successful coaching outcome. The client must feel that you care and that they are important and very rarely will anyone genuinely listen as attentively to what really matters to them as their coach does.
Time to get your own coach or brush up your own coaching skills? Contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 - 07717 787077
As a coach it is vital not to go into a session with your own issues that you are trying to deal with. These need to be left outside or you will not be effective.
Prepare yourself. Employ a technique that works for you to clear your mind, a quiet walk, a few minutes of silent meditation, whatever it takes to concentrate your focus on your client. They need to know that you are truly listening to them. It may be that for the first time in their lives someone actually cares enough to let them express their thoughts.
During a coaching session you may find some of your client’s beliefs challenging to your own and it’s a mistake to try to influence these beliefs and aim to align them more with your own by asking questions or guiding your client to an area which sits more comfortably with your own view of the world. Your own beliefs and views are not relevant when it comes to coaching your client even if you recognise what they are describing and can relate to the situation. If you do this then you will almost certainly have closed your mind to what is being said because you are sure you know the outcome based on your own circumstances. The truth however is that everyone sees the same situation differently. By thinking that you know the answer you are not listening to what is being said.
There are three levels of listening.
Level one, is internal listening. This is listening in an everyday situation and it focuses on you rather than the other person. It’s how you interpret a conversation and it’s meaning to you and would be relevant to organising the next appointment with your client or how much your shopping comes to in the supermarket. Getting information on all manner of things that relate to you. This is not the main level you would use for a coaching session.
Level two is where the focus is on the speaker. This is why at the start of the session you need to clear your own mind, so that you can fully engage with your client. It’s not just the words they say, but importantly how they are said. Is there an energy to the words or is it slow and unemotional? What is their body language telling you as they speak, is that telling a different story to the words? What can you learn from the pauses and how are they responding to your questions and clarification of what they have said?
Being aware of all these nuances will help you to gain a viewpoint to the way your client is responding and for the client to feel valued and understood.
Level two listening is all about the speaker, and this is the zone that a coach needs to be in for a successful session.
Level three listening can be termed as holistic listening. Again the focus is on the speaker, however as a coach you are taking in the big picture. The what’s not said, it is intuitive listening. Using your senses to discern what is happening in the world around your client. Picking up on signals that you neither see or hear, but you can feel! It's not widely used, but being aware of it and gaining experience through it’s use, can be a valuable asset.
For a coaching session level two listening would be the main level ensuring that level three listening is used also. Level one is useful at the start and finish of each session to clarify detail and actions.
A coach will respect what the client is saying because it is important to them that you are genuinely interested. By showing empathy not sympathy, the client understands that you understand and that they know you care, the conversation will not be superficial and they will open up to allow positive progress. Understand and appreciate their world, but do not enter it!
Clarifying what is being said, through questioning to find out what the client wants to achieve. They may not know this themselves at the beginning but getting them to clarify their thoughts helps the speaker to define their direction and ultimately their goals.
Articulating back to the client what they have shared helps them to understand what it is they have actually said and whether there is something that they have been unwilling to face in the past.
Reflecting on what’s been said allows both coach and client to understand and agree a way forward.
Make sure that you know where you are in relation to the client’s goal. If you feel that you are going off in the wrong direction, then find the right moment to ask a question such as “where are we in relation to your goal?”
Be aware of silences, these should be natural and a time to reflect on what’s just been said. If the client pauses don’t jump in with a question or observation, they may only have paused to bring something else to the surface and you have just interrupted their train of thought. Remember the three second rule!
Listening is a key skill to having a successful coaching outcome. The client must feel that you care and that they are important and very rarely will anyone genuinely listen as attentively to what really matters to them as their coach does.
Time to get your own coach or brush up your own coaching skills? Contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 - 07717 787077
Tuesday, 23 August 2011
Coaching Tools - Part Two -What type of questions to ask and why
If you want to find out something, ask a question. Children do it instinctively and they will keep asking, digging and digging until they get an answer that satisfies them.
As a coach, questions, or rather the right questions at the right time are as powerful a tool as listening. Listening well allows you to understand what is or is not being said, which means that you can ask the right question to dig deeper into your client’s issues to bring to the surface the answers that will ultimately help them to overcome their barriers to success.
There are many types of questions. Here are three of them.
1. Reflective questions
A reflective question is where the coach asks the client to “reflect” on their own experiences, skills, knowledge, subjects that they have an awareness of. This invites the client to be truly expressive and open in their answer; it is their answer, not something that has been fed to them in the way a leading question would do, where the question contains the answer or presumes to contain the answer.
An example of a leading question would be a salesman talking to a customer and saying, “I can see you agree that this product works really well, it’s in the right colour and it’s something that you would like to own, isn’t it? This leads the client to answer the way that the questioner wants.
This is not what a good coach would do. They would ask a reflective question, such as: “When you scored your goal in last weeks match, how did it make you feel?”
“When you go home at night to an empty house what is it that allows you to relax?”
“You started to tell me about the bullying at your school, what did you do differently to avoid it?”
These types of questions allow the client to fully explore their knowledge of a situation and to give voice to the emotions they felt at that particular time and how they dealt with it, or not, which will allow the coach to ask other questions to let the client find alternative ways to move forward towards their goal.
2. Incisive questions
An incisive question can interrupt and destabilise a limiting belief that the client has. Your client wants to gain two A levels, history and geography to get accepted onto a course that would lead them towards the career that they are passionate about, they however have a limiting belief that because no-one in their family has ever achieved academic success, they won’t either. So to get them to put their limiting belief to one side for a moment the question to put to them could be: “Imagine that when you take your A levels you know that you would pass, and having succeeded in getting top grades what would you plan for your future career?”
This allows them to see through the obstacle they have placed in their path to obtain the goal. The client feels that this is fun way of putting their limiting belief out of action for a short while and the first part of the question allows them to move past it, the second part of the question becomes something more substantial and they can feel that this could be a future reality.
When you get a “don’t know” the best question to ask is: “What if you did know?”
3. Presupposition questions
When your client is stuck or fixed to a particular way of thinking and acting to the same situation, a presupposition question can get them to alter their approach. Your client has said that they get annoyed at the way their parents seem to be telling them off all the time. The biggest problem as it appears to them is at mealtimes. They don’t want to eat the dinner that’s put in front of them and they don’t want to eat with the rest of the family because it always ends up in a row, so their answer to this problem is to storm out and go to their bedroom. So to get them to explore other ways of dealing with this is to ask a question or series of questions that the brain will automatically allow answers to.
“Who is the person that gets most upset when this happens?” They will know that through this question people are getting upset and will answer.
“What is one thing that you could do to improve mealtimes?” This will get them to think that things will improve and will provide options.
“When will you help to set the table?” One of the options they provided, this is getting agreement on a course of action that the brain has accepted can happen.
Getting your client to put forward options which would make it possible to resolve the mealtime issue means that through the questions that you have asked the fixed process that your client used to handle the situation has been broken.
If you want to help your client is the only way to do that is to know which type of question to ask at the right time? Well yes, but something to consider is that children ask questions at the right and wrong times, but they still get answers!
David Kentish is an experienced Youth Coach; you can contact him on coach@lizkentishcoaching.co.uk
As a coach, questions, or rather the right questions at the right time are as powerful a tool as listening. Listening well allows you to understand what is or is not being said, which means that you can ask the right question to dig deeper into your client’s issues to bring to the surface the answers that will ultimately help them to overcome their barriers to success.
There are many types of questions. Here are three of them.
1. Reflective questions
A reflective question is where the coach asks the client to “reflect” on their own experiences, skills, knowledge, subjects that they have an awareness of. This invites the client to be truly expressive and open in their answer; it is their answer, not something that has been fed to them in the way a leading question would do, where the question contains the answer or presumes to contain the answer.
An example of a leading question would be a salesman talking to a customer and saying, “I can see you agree that this product works really well, it’s in the right colour and it’s something that you would like to own, isn’t it? This leads the client to answer the way that the questioner wants.
This is not what a good coach would do. They would ask a reflective question, such as: “When you scored your goal in last weeks match, how did it make you feel?”
“When you go home at night to an empty house what is it that allows you to relax?”
“You started to tell me about the bullying at your school, what did you do differently to avoid it?”
These types of questions allow the client to fully explore their knowledge of a situation and to give voice to the emotions they felt at that particular time and how they dealt with it, or not, which will allow the coach to ask other questions to let the client find alternative ways to move forward towards their goal.
2. Incisive questions
An incisive question can interrupt and destabilise a limiting belief that the client has. Your client wants to gain two A levels, history and geography to get accepted onto a course that would lead them towards the career that they are passionate about, they however have a limiting belief that because no-one in their family has ever achieved academic success, they won’t either. So to get them to put their limiting belief to one side for a moment the question to put to them could be: “Imagine that when you take your A levels you know that you would pass, and having succeeded in getting top grades what would you plan for your future career?”
This allows them to see through the obstacle they have placed in their path to obtain the goal. The client feels that this is fun way of putting their limiting belief out of action for a short while and the first part of the question allows them to move past it, the second part of the question becomes something more substantial and they can feel that this could be a future reality.
When you get a “don’t know” the best question to ask is: “What if you did know?”
3. Presupposition questions
When your client is stuck or fixed to a particular way of thinking and acting to the same situation, a presupposition question can get them to alter their approach. Your client has said that they get annoyed at the way their parents seem to be telling them off all the time. The biggest problem as it appears to them is at mealtimes. They don’t want to eat the dinner that’s put in front of them and they don’t want to eat with the rest of the family because it always ends up in a row, so their answer to this problem is to storm out and go to their bedroom. So to get them to explore other ways of dealing with this is to ask a question or series of questions that the brain will automatically allow answers to.
“Who is the person that gets most upset when this happens?” They will know that through this question people are getting upset and will answer.
“What is one thing that you could do to improve mealtimes?” This will get them to think that things will improve and will provide options.
“When will you help to set the table?” One of the options they provided, this is getting agreement on a course of action that the brain has accepted can happen.
Getting your client to put forward options which would make it possible to resolve the mealtime issue means that through the questions that you have asked the fixed process that your client used to handle the situation has been broken.
If you want to help your client is the only way to do that is to know which type of question to ask at the right time? Well yes, but something to consider is that children ask questions at the right and wrong times, but they still get answers!
David Kentish is an experienced Youth Coach; you can contact him on coach@lizkentishcoaching.co.uk
Wednesday, 3 August 2011
Coaching Tools - Part One - The BWF Model
BWF (Body Words Focus) helps us get from an undesired state to a desired state by understanding how we inwardly communicate to ourselves and outwardly communicate to others.
It is how we manage our state, which is a way of being at any given time. It is how we can control our emotions in any situation rather than allowing a situation or others to control the way we react.
Our state determines how we feel and behave and it’s a combination of the way we are feeling, our body language, our cognitive process and the connection it makes in our brain, which ultimately determines our state.
Anger, happiness, love, nervousness, sadness, meditative, these are all states that we may want to get out of or get into.
Someone cuts us up on the motorway, we can choose our reaction, annoyance, anger, pity or just being calm. The other person does not make us get angry that is the choice that we have made for ourself.
These are the three factors that will determine your state:
Your Body language, your physiology the way that you hold and shape your body and control your breathing. Just standing up from a sitting position and stretching will create a state change.
The Words that you use, whether you are talking inside your head or to others, it’s the choice of words. Expand your use of words that have a positive and complimentary meaning and ou will find that a more resourceful state comes naturally.
Your Focus, the questions you ask yourself. What we focus on is what we experience. Internal questions such as “why can’t I do this” and “why do I never have any luck” Change those words to “I can do this” and “ I make my own luck” will mean that a far more beneficial outcome can be achieved.
To be best prepared to achieve a desired outcome we need to be in our most resourceful state. Going into a meeting, a sporting event or having that difficult conversation with a family member and not being in peak state (which could also be termed as being in the wrong frame of mind) will lessen the chance of a successful outcome.
When I run a coaching session I need to be in peak state. If I were slumped in my seat (body) I would not be able to ask the right questions (words) because I have something else on my mind (focus); I would not be in my most resourceful state to enable my client to move themselves forward towards their goal. My whole demeanour would communicate to that person that I was not interested in them or what they had to say.
To get into peak state requires adjustments in three areas:
Sit up straight, take deep breaths, run through your mind how good a coach you are and that you will benefit your clients/team, use the words that allow you to focus on the most important thing because 'the most important thing is always the most important thing'.
Another way to change your state would be to create an “anchor”, by making a link to the desired state through an association to a certain emotion through repetitive use of a trigger. Get into peak state and then make a movement, say a word, tug or press on a part of your body and repeat the process until the trigger can automatically move you into your peak state.
When working with a client the BWF model is not just for me to use on me, it is a process that they can subconsciously adopt to enable them to reach their goals as quickly as possible. I can’t sit there and explain what BWF is and how it works. It needs to be achieved through the overall coaching sessions and importantly by my example.
Ask them how they would feel when they reach their goal, how would they stand, what would they say, what questions had they asked of themselves to get there. Ask them who they admire and why, what do they think has made that person so successful, well liked, respected, excellent at what they do. Is there anything that they could learn from that person.
David Kentish is an experienced Coach working with young people. You can contact him on 01778 561326 or coach@lizkentishcoaching.co.uk
It is how we manage our state, which is a way of being at any given time. It is how we can control our emotions in any situation rather than allowing a situation or others to control the way we react.
Our state determines how we feel and behave and it’s a combination of the way we are feeling, our body language, our cognitive process and the connection it makes in our brain, which ultimately determines our state.
Anger, happiness, love, nervousness, sadness, meditative, these are all states that we may want to get out of or get into.
Someone cuts us up on the motorway, we can choose our reaction, annoyance, anger, pity or just being calm. The other person does not make us get angry that is the choice that we have made for ourself.
These are the three factors that will determine your state:
Your Body language, your physiology the way that you hold and shape your body and control your breathing. Just standing up from a sitting position and stretching will create a state change.
The Words that you use, whether you are talking inside your head or to others, it’s the choice of words. Expand your use of words that have a positive and complimentary meaning and ou will find that a more resourceful state comes naturally.
Your Focus, the questions you ask yourself. What we focus on is what we experience. Internal questions such as “why can’t I do this” and “why do I never have any luck” Change those words to “I can do this” and “ I make my own luck” will mean that a far more beneficial outcome can be achieved.
To be best prepared to achieve a desired outcome we need to be in our most resourceful state. Going into a meeting, a sporting event or having that difficult conversation with a family member and not being in peak state (which could also be termed as being in the wrong frame of mind) will lessen the chance of a successful outcome.
When I run a coaching session I need to be in peak state. If I were slumped in my seat (body) I would not be able to ask the right questions (words) because I have something else on my mind (focus); I would not be in my most resourceful state to enable my client to move themselves forward towards their goal. My whole demeanour would communicate to that person that I was not interested in them or what they had to say.
To get into peak state requires adjustments in three areas:
Sit up straight, take deep breaths, run through your mind how good a coach you are and that you will benefit your clients/team, use the words that allow you to focus on the most important thing because 'the most important thing is always the most important thing'.
Another way to change your state would be to create an “anchor”, by making a link to the desired state through an association to a certain emotion through repetitive use of a trigger. Get into peak state and then make a movement, say a word, tug or press on a part of your body and repeat the process until the trigger can automatically move you into your peak state.
When working with a client the BWF model is not just for me to use on me, it is a process that they can subconsciously adopt to enable them to reach their goals as quickly as possible. I can’t sit there and explain what BWF is and how it works. It needs to be achieved through the overall coaching sessions and importantly by my example.
Ask them how they would feel when they reach their goal, how would they stand, what would they say, what questions had they asked of themselves to get there. Ask them who they admire and why, what do they think has made that person so successful, well liked, respected, excellent at what they do. Is there anything that they could learn from that person.
David Kentish is an experienced Coach working with young people. You can contact him on 01778 561326 or coach@lizkentishcoaching.co.uk
Friday, 15 July 2011
Facilities Manager as Coach?
We should be clear about what is required of a manager when performing the role of coach in their organisation. Let's first look at all management activity of which there are three key areas.
Managing
Leading, and
Coaching
These three activities are complimentary and will help you achieve your business objectives, by enabling your team to perform at their best.
When you are leading, you create and share a vision of the future with the team and ensure their activities are consistent with that vision and making it happen.
When you are managing, you facilitate results by controlling the work of the team, by agreeing and measuring such things as client satisfaction, PPMs, budgets, timescales and so on.
When you are coaching, you support your team members in their learning, to enable them to develop the skills, knowledge and attitude necessary to successfully deliver their job responsibilities and goals.
These three styles often overlap because some of the processes and skills that are used in one area are also key in another.
High performance is not achieved if the manager is not clear about which approach to use in a particular situation. For example, if you take a coaching approach when deadlines are tight or a crisis has arisen, time may be lost. If you take a management approach when one of your team has made a mistake, they may miss the chance to leanr from it.
Interested in coaching skills for yourself, or looking for some coaching support? Contact us now coach@lizkentishcoaching.co.uk 01778 561326 / 07717 787077
Managing
Leading, and
Coaching
These three activities are complimentary and will help you achieve your business objectives, by enabling your team to perform at their best.
When you are leading, you create and share a vision of the future with the team and ensure their activities are consistent with that vision and making it happen.
When you are managing, you facilitate results by controlling the work of the team, by agreeing and measuring such things as client satisfaction, PPMs, budgets, timescales and so on.
When you are coaching, you support your team members in their learning, to enable them to develop the skills, knowledge and attitude necessary to successfully deliver their job responsibilities and goals.
These three styles often overlap because some of the processes and skills that are used in one area are also key in another.
High performance is not achieved if the manager is not clear about which approach to use in a particular situation. For example, if you take a coaching approach when deadlines are tight or a crisis has arisen, time may be lost. If you take a management approach when one of your team has made a mistake, they may miss the chance to leanr from it.
Interested in coaching skills for yourself, or looking for some coaching support? Contact us now coach@lizkentishcoaching.co.uk 01778 561326 / 07717 787077
Thursday, 5 May 2011
How to create your niche in 6 easy steps
I was invited to speak at the Women’s Infrastructure Network’s second UK event yesterday, along with Christine Jones of Tigermouth (www.tigermouth.co.uk). My topic was ‘creating your niche’, and I shared my own journey in setting up a successful business, and gave tips for raising your own profile, whether you are starting a business or even job hunting.
Here are the six steps:
1. Who do I know?
2. Where are they?
3. What do I know?
4. What makes me unique?
5. What do those people I know trust me to do for them?
6. Where do I find more of these people?
1. Who do I know?
Consider:
• Current colleagues
• Previous colleagues
• Clients
• Suppliers
• People you have met at events
• Common groups
• Friends.
And make a list.
2. Where are they?
Now it’s time to go back through your list and note down which industry/sector each of those people work in. Identify where you know most people. For me, the 80:20 rule definitely applied, 80% of my existing network worked in the Built Environment sectors.
3. What do I know?Think about your CV – what would you highlight? You might like to build your own ‘asset register’, where you list all the skills and strengths you have.
4. What makes me unique?
This is where I started to ask those in my network – it was a bit scary, but they came up with things I hadn’t really considered, such as,
• ‘The expert in bringing people together’
• ‘She builds people’s confidence, makes them believe in themselves’
• ‘Takes time and listens’
• ‘Able to quickly understand the culture(s) of an organisation and gets under its skin’
• ‘Has that rare skill of taking people on a journey of change in a way that makes them feel a valued part of the process’
• ‘She’s well-known and well-respected in the sector’
• ‘She knows what challenges we face as leaders’
5. What do those people I know trust me to do for them?
Once again, time to be brave and ask those who work/have worked with you. You’ll be quite surprised. My list went like this:
• Be a trusted advisor and confidante to their leaders and future stars
• Create real transformation in their businesses, e.g. in bidding, service provision, people development
• Maintain confidentiality, yet be able to share best practice
• Keep them up to date with what’s happening in the sector
• Connect them with others – help them raise their profile
6. Where do I find more of these people?
I focused on two areas here, offline and online.
Offline
• Training courses
• Writing articles for trade publications
• Ask for introductions
• Industry events
Online
• LinkedIn (join relevant groups and start contributing)
• Twitter (share information that is useful to your followers)
• Blog and guest blogging
• Industry websites in your area of expertise – for me these were e.g. BSRIA, RICS, BIFM, FMA, CIOB, www.networkwithbifm.org.uk
• Create bespoke E-newsletters for your audience, like Let’s Talk FM.
Want to know more? Contact Liz Kentish The FM Coach on 07717 787077 – 01778 561326 or by email coach@lizkentishcoaching.co.uk
Here are the six steps:
1. Who do I know?
2. Where are they?
3. What do I know?
4. What makes me unique?
5. What do those people I know trust me to do for them?
6. Where do I find more of these people?
1. Who do I know?
Consider:
• Current colleagues
• Previous colleagues
• Clients
• Suppliers
• People you have met at events
• Common groups
• Friends.
And make a list.
2. Where are they?
Now it’s time to go back through your list and note down which industry/sector each of those people work in. Identify where you know most people. For me, the 80:20 rule definitely applied, 80% of my existing network worked in the Built Environment sectors.
3. What do I know?Think about your CV – what would you highlight? You might like to build your own ‘asset register’, where you list all the skills and strengths you have.
4. What makes me unique?
This is where I started to ask those in my network – it was a bit scary, but they came up with things I hadn’t really considered, such as,
• ‘The expert in bringing people together’
• ‘She builds people’s confidence, makes them believe in themselves’
• ‘Takes time and listens’
• ‘Able to quickly understand the culture(s) of an organisation and gets under its skin’
• ‘Has that rare skill of taking people on a journey of change in a way that makes them feel a valued part of the process’
• ‘She’s well-known and well-respected in the sector’
• ‘She knows what challenges we face as leaders’
5. What do those people I know trust me to do for them?
Once again, time to be brave and ask those who work/have worked with you. You’ll be quite surprised. My list went like this:
• Be a trusted advisor and confidante to their leaders and future stars
• Create real transformation in their businesses, e.g. in bidding, service provision, people development
• Maintain confidentiality, yet be able to share best practice
• Keep them up to date with what’s happening in the sector
• Connect them with others – help them raise their profile
6. Where do I find more of these people?
I focused on two areas here, offline and online.
Offline
• Training courses
• Writing articles for trade publications
• Ask for introductions
• Industry events
Online
• LinkedIn (join relevant groups and start contributing)
• Twitter (share information that is useful to your followers)
• Blog and guest blogging
• Industry websites in your area of expertise – for me these were e.g. BSRIA, RICS, BIFM, FMA, CIOB, www.networkwithbifm.org.uk
• Create bespoke E-newsletters for your audience, like Let’s Talk FM.
Want to know more? Contact Liz Kentish The FM Coach on 07717 787077 – 01778 561326 or by email coach@lizkentishcoaching.co.uk
Tuesday, 29 March 2011
Listen...do you want to know a secret?
Did you know there are three levels of listening? I wonder if we listen actively enough to the people we have conversations with? Which of these do you practice most often?
Level 1
It’s like being at a party, where you hear that background noise but don’t really tune in. That is, until you hear one word – your name! Part of our brain kicks in when something is important to us, and our name certainly is. It’s the same thing that happens when we buy a new car, a new jacket and so on. We haven’t seen one of those for ages, and as soon as we’ve bought one, we see them everywhere. So level 1 listening – no thanks.
Level 2
This is the type of listening that goes on most days in the workplace – where we focus on the words someone is speaking – and sometimes (often?) we are even formulating our response while they are still speaking. By focusing on the words, we could be missing a vital message, which brings us to level 3.
Level 3
This is where we focus not only on the words – what is being said – but also on what is not being said, and this means the tone of voice and body language. There’s a great line in the ‘rainbow ‘ song that goes, ‘listen with your eyes..’, and that’s what we need to do. So often we can get the true meaning in communication from everything but the words. You know, when your other half asks what’s wrong and you say ‘nothing’ in a defensive tone of voice and your body language is closed too. They know that it’s certainly not nothing!
So, let’s aim for level 3 – pay close attention not just to the words, but to the tone of voice and all those non-verbal messages contained in the body language.
Want to know more about effective communication skills training for your teams? Contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 / 07717 787077
Level 1
It’s like being at a party, where you hear that background noise but don’t really tune in. That is, until you hear one word – your name! Part of our brain kicks in when something is important to us, and our name certainly is. It’s the same thing that happens when we buy a new car, a new jacket and so on. We haven’t seen one of those for ages, and as soon as we’ve bought one, we see them everywhere. So level 1 listening – no thanks.
Level 2
This is the type of listening that goes on most days in the workplace – where we focus on the words someone is speaking – and sometimes (often?) we are even formulating our response while they are still speaking. By focusing on the words, we could be missing a vital message, which brings us to level 3.
Level 3
This is where we focus not only on the words – what is being said – but also on what is not being said, and this means the tone of voice and body language. There’s a great line in the ‘rainbow ‘ song that goes, ‘listen with your eyes..’, and that’s what we need to do. So often we can get the true meaning in communication from everything but the words. You know, when your other half asks what’s wrong and you say ‘nothing’ in a defensive tone of voice and your body language is closed too. They know that it’s certainly not nothing!
So, let’s aim for level 3 – pay close attention not just to the words, but to the tone of voice and all those non-verbal messages contained in the body language.
Want to know more about effective communication skills training for your teams? Contact Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 / 07717 787077
Monday, 7 February 2011
Tough talk
As a manager and leader, you will at times need to give constructive feedback to your staff. It’s never easy, but don’t bury your head in the sand. If you get it right, you not only get your message across, but you’ll build a tighter and higher performing team.
In my work as the FM Coach, I often help people with this specific issue and in this article you can read my top tips to guide you through these tough conversations.
What not to do
Some people believe in the ‘praise sandwich’ – praise the individual, then cover the area you need them to improve in, then finish with another piece of praise. My view is, keep things simple and keep things separate. If there’s a performance issue, focus on that. If you want to give praise, do that at a different time. Don’t muddy the waters – after all, if someone is giving you some feedback on an issue they have with your performance, you’re likely to either forget any praise that came with it, or focus on the praise and ignore the more constructive stuff!
Be prepared
Although feedback is most effective when given as soon as possible after the behaviour has occurred, you should avoid ‘shoot from the lip’ feedback. Take some time to prepare, gather your facts and specific examples, and be sure to give feedback before the situation occurs again.
Ask them
Set the scene, highlight the topic you want to cover, then ask them what they think. It is more effective to allow the person to voice their own opinions before providing your own assessment of their performance. Most people are well aware of their own strengths and weaknesses and this could help ease into a useful discussion.
Be specific
Vague feedback doesn’t give the person anything to work on. Consider the ‘who, what, where, when, how and why’ questions before you launch into your feedback.
Don’t say: “You’re no good at building client relationships’.
Instead say: “When you were talking to Mr X the senior partner this morning, I noticed that you answered a call on your mobile phone.”
Focus on facts
Make it personal and you’ll lose credibility. Constructive feedback is not criticism and in particular it’s not about the person. It is about their behaviour and/or performance. One of our needs as human beings is to belong, and if we feel we are being criticised for who we are, as opposed to what we do, we can feel the connection with our colleagues is broken. For some people, this can be very destructive.
Ditch the Dump Truck
People can change 1 thing, not 12, so limit your feedback to one point. Besides, as a manager and leader of people, you should never be ‘saving things up’ for an annual performance review or other meeting. Tackle issues as they arise, one at a time.
Refuse to dance
Don’t return emotion with emotion. Some people will feel affronted by any type of perceived criticism and may react angrily. Allow them plenty of time to take in what you’re saying and ask questions if they need you to clarify things.
Agree a way forward
You may want to ask if they can suggest actions that would help build on their skills in this particular area. Let them take responsibility for coming up with the actions to move forward – they are far more likely to make progress if it’s their own solution. It’s important at this stage to agree when the steps will be accomplished.
Summarising
It’s useful if you summarise the output of the feedback session and any agreed actions, to ensure that you have heard correctly and understood things from their perspective.
Any thoughts? Want to share what works for you and your team? Send your input to Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
A version of this article appeared in FMX Magazine.
In my work as the FM Coach, I often help people with this specific issue and in this article you can read my top tips to guide you through these tough conversations.
What not to do
Some people believe in the ‘praise sandwich’ – praise the individual, then cover the area you need them to improve in, then finish with another piece of praise. My view is, keep things simple and keep things separate. If there’s a performance issue, focus on that. If you want to give praise, do that at a different time. Don’t muddy the waters – after all, if someone is giving you some feedback on an issue they have with your performance, you’re likely to either forget any praise that came with it, or focus on the praise and ignore the more constructive stuff!
Be prepared
Although feedback is most effective when given as soon as possible after the behaviour has occurred, you should avoid ‘shoot from the lip’ feedback. Take some time to prepare, gather your facts and specific examples, and be sure to give feedback before the situation occurs again.
Ask them
Set the scene, highlight the topic you want to cover, then ask them what they think. It is more effective to allow the person to voice their own opinions before providing your own assessment of their performance. Most people are well aware of their own strengths and weaknesses and this could help ease into a useful discussion.
Be specific
Vague feedback doesn’t give the person anything to work on. Consider the ‘who, what, where, when, how and why’ questions before you launch into your feedback.
Don’t say: “You’re no good at building client relationships’.
Instead say: “When you were talking to Mr X the senior partner this morning, I noticed that you answered a call on your mobile phone.”
Focus on facts
Make it personal and you’ll lose credibility. Constructive feedback is not criticism and in particular it’s not about the person. It is about their behaviour and/or performance. One of our needs as human beings is to belong, and if we feel we are being criticised for who we are, as opposed to what we do, we can feel the connection with our colleagues is broken. For some people, this can be very destructive.
Ditch the Dump Truck
People can change 1 thing, not 12, so limit your feedback to one point. Besides, as a manager and leader of people, you should never be ‘saving things up’ for an annual performance review or other meeting. Tackle issues as they arise, one at a time.
Refuse to dance
Don’t return emotion with emotion. Some people will feel affronted by any type of perceived criticism and may react angrily. Allow them plenty of time to take in what you’re saying and ask questions if they need you to clarify things.
Agree a way forward
You may want to ask if they can suggest actions that would help build on their skills in this particular area. Let them take responsibility for coming up with the actions to move forward – they are far more likely to make progress if it’s their own solution. It’s important at this stage to agree when the steps will be accomplished.
Summarising
It’s useful if you summarise the output of the feedback session and any agreed actions, to ensure that you have heard correctly and understood things from their perspective.
Any thoughts? Want to share what works for you and your team? Send your input to Liz Kentish The FM Coach coach@lizkentishcoaching.co.uk
A version of this article appeared in FMX Magazine.
Tuesday, 1 February 2011
The Hunt is On
I've just launched a new eBook The Hunt is On, essential reading for anyone looking for a new job in FM. In eight short chapters, I'll show you how to work out your ideal career, find the ideal employer, plan your job hunt, explain how to get the most out of networking, brand yourself, write a great CV, walk you through the interview process and give you top tips on how to make a great start in that new role, once you land it.
You can download your copy here
You can download your copy here
Tuesday, 25 January 2011
Five top FM recruitment consultants give their views on the current FM job market
If your new year's resolution is to make that next great career move, or if you're planning to hire new talent into your team, then this newsletter is for you. Here, five top FM recruitment consultants give us their views on the current FM job market.
We asked five key questions:
1) How do you see the FM recruitment market at the moment?
2) What new roles do you see being created in the FM industry?
3) Where do you find most of your candidates?
4) What top piece of advice would you give to someone thinking about changing roles?
5) Why is it still beneficial to use recruitment agencies to find the top candidates?
How do you see the FM recruitment market at the moment?
Alex Sutherland, FM Property Recruitment Network: "There are still a lot of nerves out there. Companies are still nervous about taking too many people on and candidates are still worried about jumping ship. On the whole the activity has picked up and there is a lot more recruitment going on. 2011 will continue to push on and regardless of the expected 'double dip.' I can see the FM recruitment market being very buoyant in the coming year."
Ashleigh Brown, Dovetail FM Recruitment: "FM Recruitment was really tough in 2010, but I am definitely seeing a slight recovery and hope that this continues through 2011 and gets stronger and stronger. It is tough for a lot of people at the moment with so many candidates looking for a new role and jobs are often attracting over 100 applicants. Many candidates are failing to impress with badly written CV's and a lack of attention to the role they are applying for. Companies are being more specific on the types of people they want to employ and the selection process is favouring candidates with a positive and flexible attitude who are commercially aware as well as operationally strong."
Simon Aspinall, Catch 22: "It's probably fair to say that the market is challenging at the moment. The good news is that we are certainly noticing an increase in business levels on the permanent side v 09/10 - we anticipate this marks the bottom of the cycle and the waves of activity we are experiencing will soon lead to more steady growth."
Nikki Dallas, Talent FM: "We are definitely seeing very strong signs of recovery, there is a lot of confidence in the market at the moment and we have received some exciting instructions for this year. There is still some way to go before we can claim the recovery is complete, however we feel that the outlook for 2011 is very positive indeed."
Alison Halfpenny, Humanics: "The market is interesting at the moment and has changed considerably since I started recruiting some 14 years ago. There are a high number of candidates on the market, many at a senior level, but not, it would appear enough visible opportunities to apply for. Clients are approaching recruitment differently, many of them doing as much of it themselves, moving away from retained assignments and asking a number of agencies / consultancies to all look for the same type of person for them. There is a lot of networking and word of mouth referrals happening. In summary it is hard work, more competitive and challenging."
What new roles do you see being created in the FM industry?
Ashleigh Brown: "I see more business development roles within FM coming up, as companies rally to solidify their place in a slowly recovering market."
Simon Aspinall: "We are seeing more environmental, energy and compliance roles."
Nikki Dallas: "A lot more customer service skills requirements within a wide variety of traditional FM roles. Clients are willing to consider candidates from hospitality, airline and other related industries in their search for the best talent to ensure exemplary FM delivery."
Alison Halfpenny: "Most recently I had a request for an individual with very strong networking / door opening skills who could just simply create the opportunity for further business discussion. Otherwise the need for business orientated individuals continues."
Alex Sutherland: "At the moment 75% of our entire business is focused around business development professionals. Pretty much all of our major clients are recruiting very heavily at the front end of their businesses. Business Development Managers, Estimators, Bid Managers - there is a real need for them at present. This is a very positive sign as it shows the companies are looking to push on and win new work. This has now been going on for a number of months and as a result the boom of operational vacancies should follow in the coming months.
Where do you find most of your candidates?
Simon Aspinall: "The two main sources of the best candidates are through word of mouth recommendation and via our own network of contacts. Increasingly, the recruitment industry is using online professional and social media but it is still vital to have a good relationship between consultant and candidate and that can only be achieved by really getting to know your candidates."
Nikki Dallas: "Through recommendations and our extensive network, gleaned from 13 years in the industry. For our international roles we have an additional research resource. Social media is becoming increasingly relevant for sourcing quality candidates."
Alison Halfpenny: The majority of candidates come via networking and seeking referrals from known contacts. In some instances we have used the internet to advertise roles and on occasion we have made use of our research facility.
Alex Sutherland: "The majority of our candidates come through networking and referrals. Sites like LinkedIn have proved invaluable in the past couple of years. If we don't find candidates directly on there we are generally given names by the people we do find. We still place adverts, and get a phenomenal response, the problem we have is that 90% of the applicants are unsuitable for the role. The other way we find our candidates is by directly head-hunting them, LinkedIn also plays a large part in this process."
Ashleigh Brown: "Most of the candidates I am finding are coming from networking through the BIFM and IFMA and my own database collected over the last 11 years working within the industry."
What top piece of advice would you give to someone thinking about changing roles?
Nikki Dallas: "Make sure that your CV is the very best that it can be and that it sells you into the role that you are applying for. In a candidate competitive market your CV should be your 'sales brochure' and too many well qualified candidates don't do themselves justice in this department. You must communicate your achievements, your industry relevance and your suitability for the role. Your recruitment consultant should be able to guide you in this respect but there is also a wealth of information on the web. Use it!"
Alison Halfpenny: "Carefully consider why you want to move in the first instance. Next be sure your CV is up-to-date, to the point, accurate and interesting, be well prepared for interview and undertake enough due diligence on your potential new employer to be really comfortable before accepting an offer."
Alex Sutherland: "At the moment the market is very candidate rich. This has a number of effects on the market. Two years ago a company would give us a list of ten boxes that a successful applicant would need to tick. Back then if we were able to tick seven or eight of them we were on to a winner. Now that there are so many candidates actively in the market there are always a good number of applicants that tick all of the boxes. This basically means that if you are going for a job that is slightly different from your current role you are at a major disadvantage. If you work in business development for example and are keen to get back into an operational role then now is not the right time. Companies have the luxury of being extremely choosy when deciding who to bring forward for interview. My main piece of advice around this is to tailor your CV to the role you are applying for. Do not fabricate any achievements but really pick out the points that are relevant to the role and elaborate on them."
Ashleigh Brown: "If you want to change your job but stay within the same type of role, just with a different company, then this is going to be far easier for you at the moment. Where it gets difficult is if you are trying to completely change your role from one thing to another where you have little or no experience. This is because you will be competing in a candidate-rich environment against other people who have been made redundant with the skills you might be lacking, so you will have to do a really good job of motivating your reason for the change and your suitability. But also do not get despondent if trying to make a career change at the moment - patience, perseverance and a positive attitude will win out."
Simon Aspinall: "First of all it is important to understand why a person is thinking about changing roles (career development, lifestyle change, money, stale etc) then research and plan accordingly based on your aspirations and expectations of the new role."
Why is it still beneficial to use recruitment agencies to find the top candidates?
Alison Halfpenny: "There is a strong possibility that the agencies / consultancies will have access to people that the client does not. Recruiting well and for the right people takes time and commitment and that is what we do on a daily basis without the worry of running the day to day business, as the client does. We can keep the project discreet if required, and if well briefed we will sell the opportunity appropriately on the client's behalf. We take away the pain of the process."
Alex Sutherland: "Top candidates are generally good at what they do. As a result they are generally paid well, are happy in their job and are not actively looking for another opportunity. They will not be looking at job adverts or talking to agencies as finding a new job is really not something that is on their mind. That is where we come in!
"Every day we are constantly learning about the market, making new contacts, obtaining information on companies, finding out who does what and how well they do it. Armed with this information we are able to target specific people who we would class as 'top candidates'. We can present them with opportunities, get an understanding of what would make them move and match their needs with the opportunities we have.
"Don't get me wrong not all top candidates need to be head-hunted, sometimes we can get lucky with and advert or a referral, but the majority of them do. This process can be quite lengthy and, if done correctly, is quite a skill. We are able to target the top 10% of the market most employers do not have access to.
"We are not saying that we are the only people who can do this, but we do it on a daily basis so what we can do is save you time, save you money and ultimately give you piece of mind."
Ashleigh Brown: "One of the best reasons for continuing to use agencies for your recruitment would be that they cut out all the hard and time consuming work. They will only send you the best of all the applicants to review/interview. Good recruiters also network a lot within the industry and thus have access to a wide range of skill sets, which could prove very useful for some of the more challenging positions that you might have. It also pays to use industry specific recruiters to fill your requirements within FM as many of the generalist agencies do not understand FM at all."
Simon Aspinall: "Not just still but more than ever! However, to make it work the client and recruitment agency need to work closely together so that the agency understands not just the role itself but also the structure, culture and strategy of the wider business and client takes appropriate advice from agency. It is probably true that more clients are attempting to recruit directly by using the easily accessible and wide variety of online tools, but that method can prove to be quite onerous and time consuming without necessarily identifying the best candidates."
"It is a competitive market so using a specialist agency where the consultants and researchers are highly experienced and knowledgeable in both the recruitment process and the industries covered is essential. Also, often the most suitable talent is not actively seeking a new role and this is where the agency can use their knowledge and experience to search and select the very best candidates to present to their client."
Nikki Dallas: "A good recruitment consultant who is an expert in their field will save you time and money by finding you the right talent for your business, first time. Identifying and engaging talent can be time consuming, costly and can have disastrous effects if you don't get it right. Employers often underestimate how effective a resource agencies can be in positively marketing your business in the industry."
Contact our panel
Alex Sutherland, Director
FM Property Recruitment Network
Tel: 0121 450 5115 / Mobile: 07960 872387
Email: alex@fmpropertyrecruitment.co.uk
www.fmpropertyrecruitment.co.uk
Ashleigh Brown, Senior FM Account Manager
Dovetail FM Recruitmen
Tel: 01635 43100
Email: ash@fm-recruitment.co.uk
www.fm-recruitment.co.uk
Simon Aspinall, Director
Catch 22
Tel: 0113 242 8077 / Mobile: 07976 156351
Email: simonaspinall@c22.co.uk
www.c22.co.uk
Nikki Dallas, Director
Talent FM
Tel: 0844 880 2426
Email: nikki@talentfm.co.uk
www.talentfm.co.uk
Alison Halfpenny, Director
Humanics
Tel: 07810 011896
Email: alisonh@humanics.co.uk
www.humanics.co.uk
If you enjoyed this blog, and you’d like to hear expert opinion on any other aspect of FM, drop me a line with your suggestions at coach@lizkentishcoaching.co.uk
We asked five key questions:
1) How do you see the FM recruitment market at the moment?
2) What new roles do you see being created in the FM industry?
3) Where do you find most of your candidates?
4) What top piece of advice would you give to someone thinking about changing roles?
5) Why is it still beneficial to use recruitment agencies to find the top candidates?
How do you see the FM recruitment market at the moment?
Alex Sutherland, FM Property Recruitment Network: "There are still a lot of nerves out there. Companies are still nervous about taking too many people on and candidates are still worried about jumping ship. On the whole the activity has picked up and there is a lot more recruitment going on. 2011 will continue to push on and regardless of the expected 'double dip.' I can see the FM recruitment market being very buoyant in the coming year."
Ashleigh Brown, Dovetail FM Recruitment: "FM Recruitment was really tough in 2010, but I am definitely seeing a slight recovery and hope that this continues through 2011 and gets stronger and stronger. It is tough for a lot of people at the moment with so many candidates looking for a new role and jobs are often attracting over 100 applicants. Many candidates are failing to impress with badly written CV's and a lack of attention to the role they are applying for. Companies are being more specific on the types of people they want to employ and the selection process is favouring candidates with a positive and flexible attitude who are commercially aware as well as operationally strong."
Simon Aspinall, Catch 22: "It's probably fair to say that the market is challenging at the moment. The good news is that we are certainly noticing an increase in business levels on the permanent side v 09/10 - we anticipate this marks the bottom of the cycle and the waves of activity we are experiencing will soon lead to more steady growth."
Nikki Dallas, Talent FM: "We are definitely seeing very strong signs of recovery, there is a lot of confidence in the market at the moment and we have received some exciting instructions for this year. There is still some way to go before we can claim the recovery is complete, however we feel that the outlook for 2011 is very positive indeed."
Alison Halfpenny, Humanics: "The market is interesting at the moment and has changed considerably since I started recruiting some 14 years ago. There are a high number of candidates on the market, many at a senior level, but not, it would appear enough visible opportunities to apply for. Clients are approaching recruitment differently, many of them doing as much of it themselves, moving away from retained assignments and asking a number of agencies / consultancies to all look for the same type of person for them. There is a lot of networking and word of mouth referrals happening. In summary it is hard work, more competitive and challenging."
What new roles do you see being created in the FM industry?
Ashleigh Brown: "I see more business development roles within FM coming up, as companies rally to solidify their place in a slowly recovering market."
Simon Aspinall: "We are seeing more environmental, energy and compliance roles."
Nikki Dallas: "A lot more customer service skills requirements within a wide variety of traditional FM roles. Clients are willing to consider candidates from hospitality, airline and other related industries in their search for the best talent to ensure exemplary FM delivery."
Alison Halfpenny: "Most recently I had a request for an individual with very strong networking / door opening skills who could just simply create the opportunity for further business discussion. Otherwise the need for business orientated individuals continues."
Alex Sutherland: "At the moment 75% of our entire business is focused around business development professionals. Pretty much all of our major clients are recruiting very heavily at the front end of their businesses. Business Development Managers, Estimators, Bid Managers - there is a real need for them at present. This is a very positive sign as it shows the companies are looking to push on and win new work. This has now been going on for a number of months and as a result the boom of operational vacancies should follow in the coming months.
Where do you find most of your candidates?
Simon Aspinall: "The two main sources of the best candidates are through word of mouth recommendation and via our own network of contacts. Increasingly, the recruitment industry is using online professional and social media but it is still vital to have a good relationship between consultant and candidate and that can only be achieved by really getting to know your candidates."
Nikki Dallas: "Through recommendations and our extensive network, gleaned from 13 years in the industry. For our international roles we have an additional research resource. Social media is becoming increasingly relevant for sourcing quality candidates."
Alison Halfpenny: The majority of candidates come via networking and seeking referrals from known contacts. In some instances we have used the internet to advertise roles and on occasion we have made use of our research facility.
Alex Sutherland: "The majority of our candidates come through networking and referrals. Sites like LinkedIn have proved invaluable in the past couple of years. If we don't find candidates directly on there we are generally given names by the people we do find. We still place adverts, and get a phenomenal response, the problem we have is that 90% of the applicants are unsuitable for the role. The other way we find our candidates is by directly head-hunting them, LinkedIn also plays a large part in this process."
Ashleigh Brown: "Most of the candidates I am finding are coming from networking through the BIFM and IFMA and my own database collected over the last 11 years working within the industry."
What top piece of advice would you give to someone thinking about changing roles?
Nikki Dallas: "Make sure that your CV is the very best that it can be and that it sells you into the role that you are applying for. In a candidate competitive market your CV should be your 'sales brochure' and too many well qualified candidates don't do themselves justice in this department. You must communicate your achievements, your industry relevance and your suitability for the role. Your recruitment consultant should be able to guide you in this respect but there is also a wealth of information on the web. Use it!"
Alison Halfpenny: "Carefully consider why you want to move in the first instance. Next be sure your CV is up-to-date, to the point, accurate and interesting, be well prepared for interview and undertake enough due diligence on your potential new employer to be really comfortable before accepting an offer."
Alex Sutherland: "At the moment the market is very candidate rich. This has a number of effects on the market. Two years ago a company would give us a list of ten boxes that a successful applicant would need to tick. Back then if we were able to tick seven or eight of them we were on to a winner. Now that there are so many candidates actively in the market there are always a good number of applicants that tick all of the boxes. This basically means that if you are going for a job that is slightly different from your current role you are at a major disadvantage. If you work in business development for example and are keen to get back into an operational role then now is not the right time. Companies have the luxury of being extremely choosy when deciding who to bring forward for interview. My main piece of advice around this is to tailor your CV to the role you are applying for. Do not fabricate any achievements but really pick out the points that are relevant to the role and elaborate on them."
Ashleigh Brown: "If you want to change your job but stay within the same type of role, just with a different company, then this is going to be far easier for you at the moment. Where it gets difficult is if you are trying to completely change your role from one thing to another where you have little or no experience. This is because you will be competing in a candidate-rich environment against other people who have been made redundant with the skills you might be lacking, so you will have to do a really good job of motivating your reason for the change and your suitability. But also do not get despondent if trying to make a career change at the moment - patience, perseverance and a positive attitude will win out."
Simon Aspinall: "First of all it is important to understand why a person is thinking about changing roles (career development, lifestyle change, money, stale etc) then research and plan accordingly based on your aspirations and expectations of the new role."
Why is it still beneficial to use recruitment agencies to find the top candidates?
Alison Halfpenny: "There is a strong possibility that the agencies / consultancies will have access to people that the client does not. Recruiting well and for the right people takes time and commitment and that is what we do on a daily basis without the worry of running the day to day business, as the client does. We can keep the project discreet if required, and if well briefed we will sell the opportunity appropriately on the client's behalf. We take away the pain of the process."
Alex Sutherland: "Top candidates are generally good at what they do. As a result they are generally paid well, are happy in their job and are not actively looking for another opportunity. They will not be looking at job adverts or talking to agencies as finding a new job is really not something that is on their mind. That is where we come in!
"Every day we are constantly learning about the market, making new contacts, obtaining information on companies, finding out who does what and how well they do it. Armed with this information we are able to target specific people who we would class as 'top candidates'. We can present them with opportunities, get an understanding of what would make them move and match their needs with the opportunities we have.
"Don't get me wrong not all top candidates need to be head-hunted, sometimes we can get lucky with and advert or a referral, but the majority of them do. This process can be quite lengthy and, if done correctly, is quite a skill. We are able to target the top 10% of the market most employers do not have access to.
"We are not saying that we are the only people who can do this, but we do it on a daily basis so what we can do is save you time, save you money and ultimately give you piece of mind."
Ashleigh Brown: "One of the best reasons for continuing to use agencies for your recruitment would be that they cut out all the hard and time consuming work. They will only send you the best of all the applicants to review/interview. Good recruiters also network a lot within the industry and thus have access to a wide range of skill sets, which could prove very useful for some of the more challenging positions that you might have. It also pays to use industry specific recruiters to fill your requirements within FM as many of the generalist agencies do not understand FM at all."
Simon Aspinall: "Not just still but more than ever! However, to make it work the client and recruitment agency need to work closely together so that the agency understands not just the role itself but also the structure, culture and strategy of the wider business and client takes appropriate advice from agency. It is probably true that more clients are attempting to recruit directly by using the easily accessible and wide variety of online tools, but that method can prove to be quite onerous and time consuming without necessarily identifying the best candidates."
"It is a competitive market so using a specialist agency where the consultants and researchers are highly experienced and knowledgeable in both the recruitment process and the industries covered is essential. Also, often the most suitable talent is not actively seeking a new role and this is where the agency can use their knowledge and experience to search and select the very best candidates to present to their client."
Nikki Dallas: "A good recruitment consultant who is an expert in their field will save you time and money by finding you the right talent for your business, first time. Identifying and engaging talent can be time consuming, costly and can have disastrous effects if you don't get it right. Employers often underestimate how effective a resource agencies can be in positively marketing your business in the industry."
Contact our panel
Alex Sutherland, Director
FM Property Recruitment Network
Tel: 0121 450 5115 / Mobile: 07960 872387
Email: alex@fmpropertyrecruitment.co.uk
www.fmpropertyrecruitment.co.uk
Ashleigh Brown, Senior FM Account Manager
Dovetail FM Recruitmen
Tel: 01635 43100
Email: ash@fm-recruitment.co.uk
www.fm-recruitment.co.uk
Simon Aspinall, Director
Catch 22
Tel: 0113 242 8077 / Mobile: 07976 156351
Email: simonaspinall@c22.co.uk
www.c22.co.uk
Nikki Dallas, Director
Talent FM
Tel: 0844 880 2426
Email: nikki@talentfm.co.uk
www.talentfm.co.uk
Alison Halfpenny, Director
Humanics
Tel: 07810 011896
Email: alisonh@humanics.co.uk
www.humanics.co.uk
If you enjoyed this blog, and you’d like to hear expert opinion on any other aspect of FM, drop me a line with your suggestions at coach@lizkentishcoaching.co.uk
Sunday, 23 January 2011
Coaching Masterclass - what works?
Last week, I co-facilitated a Women in FM session, which allowed the audience to experience for themselves the power of coaching.
Using several fast, focused tools, we quickly identified what's going well and how to do more of it - and areas for focus during 2011, along with small, manageable steps to achieve our goals in those areas.
Here's some feedback from the event:
What our organisations gain from coaching
- the ability to listen to each other across structures (horizontal and vertical)
- it will help to ensure everyone is “playing the same game” – it will become 2nd nature
- improved negotiating skills
- use coaching to mentor and coach each other
- help management to understand staff strengths and helps organizations achieve their strategy
- coaching is part of any good organization and is a contribution to success
- coaching provides us all with a “mirror” – enables us to see and understand who we really are
- coaching is the key to talent management
- coaching is positive, it helps everyone develop for the right reasons
What we found useful and interesting from the activities
positive attitude – building on it
- recognition
- found parity with each other
- motivating when we get a “thank you”
- share your sparkling moment – it’s infectious
- pass it on
- a lot of honesty
Find out more about our one-day Coaching Masterclass for FMs by contacting Liz Kentish the FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 - 07717 787077
Using several fast, focused tools, we quickly identified what's going well and how to do more of it - and areas for focus during 2011, along with small, manageable steps to achieve our goals in those areas.
Here's some feedback from the event:
What our organisations gain from coaching
- the ability to listen to each other across structures (horizontal and vertical)
- it will help to ensure everyone is “playing the same game” – it will become 2nd nature
- improved negotiating skills
- use coaching to mentor and coach each other
- help management to understand staff strengths and helps organizations achieve their strategy
- coaching is part of any good organization and is a contribution to success
- coaching provides us all with a “mirror” – enables us to see and understand who we really are
- coaching is the key to talent management
- coaching is positive, it helps everyone develop for the right reasons
What we found useful and interesting from the activities
positive attitude – building on it
- recognition
- found parity with each other
- motivating when we get a “thank you”
- share your sparkling moment – it’s infectious
- pass it on
- a lot of honesty
Find out more about our one-day Coaching Masterclass for FMs by contacting Liz Kentish the FM Coach coach@lizkentishcoaching.co.uk or call us on 01778 561326 - 07717 787077
Monday, 10 January 2011
Kick-starting 2011
Happy New Year!
To kick-start 2011, Women in FM are running an event that will help you to plan your personal and corporate journey for 2011. Facilitated by Liz Kentish, the FM Coach and Julie Kortens, Head of Facilities at Channel 4, attendees will get an introduction to coaching and see for yourself that it can be fun and productive.
What are you doing to kick-start your year?
If you'd like to know more about the event and request a copy of the presentation, handouts and write up, please get in touch by emailing coach@lizkentishcoaching.co.uk or call Liz Kentish The FM Coach on 01778 561326 - 07717 787077
To kick-start 2011, Women in FM are running an event that will help you to plan your personal and corporate journey for 2011. Facilitated by Liz Kentish, the FM Coach and Julie Kortens, Head of Facilities at Channel 4, attendees will get an introduction to coaching and see for yourself that it can be fun and productive.
What are you doing to kick-start your year?
If you'd like to know more about the event and request a copy of the presentation, handouts and write up, please get in touch by emailing coach@lizkentishcoaching.co.uk or call Liz Kentish The FM Coach on 01778 561326 - 07717 787077
Thursday, 23 September 2010
Coaching skills for managers
Coaching is good management practice. Some of us do it more, some do it less. Some do it well, some not so well. A recent study of Fortune 100 executives by Manchester Consulting Group found that coaching was effective for all participants and resulted in a return on investment averaging 5.7 times the initial investment.
The following benefits of coaching were cited:
• Improved Relationships 77%
• Improved Teamwork 67%
• Improved Job Satisfaction 61%
• Improved Productivity 53%
• Improved Quality 48%
• Improved Organizational Strength 48%
If your organisation (whether you are an FM provider, or have your own in-house FM team) is to survive and prosper in current climate of rapid change, you need to be more flexible, move faster and learn faster than before. Coaching can help achieve this, particularly if managers train to become coaches themselves or at least learn some basic coaching skills and understand the basic principles. Coaching is generally used for performance management, employee engagement, leadership development and change management.
An International Personnel Management Association survey found that productivity amongst public sector managers increased by 88 per cent when coaching was combined with training (compared to a 22 per cent increase with training alone).
How is coaching different from day to day management?
Often as managers, we feel we should have all the answers – not only do we need to tell our people what the outcome should be, but also how to go about it. Of course, we often have more experience than them; however if you want your people to grow in experience and knowledge, then you need to help them find solutions themselves. Coaching is about asking the right questions to draw out their existing knowledge, experience and skills, as well as their creativity in finding the way forward.
‘But I’m too busy’, I hear you cry!
Much of an FM team’s role is reactive; by coaching them you will allow your people to take a step back and find solutions for those recurring issues. Allow your teams to solve them, and you’ll have more time to focus on being innovative and providing an even better service.
Your role in coaching
The appeal of coaching is that it’s centred on the individual, at a time and place to suit them; you could have a five minute coaching conversation in the corridor with a member of staff, or an hour long formal session.
Here’s what happens:
You agree the focus for the coaching using questions like:
• What would be the best use of our time together this morning?
• What would you like to go away from this session with?
Then you can follow one of many coaching models to draw out their existing strengths, know-how and other resources. Some well-known and very effective models are GROW, Solutions Focus, ACHIEVE™ and OUTCOMES™.
Confidentiality is one of the prerequisites of coaching, and should be made clear from the start. Even if you are their line manager, this still applies – people need to know they can speak freely in a coaching situation. It’s often useful to ensure senior managers are clear about this too; if they are aware that you are coaching your people, they may want to know all about what’s happening and the results.
One pitfall that many people fall into when they start coaching is ‘giving advice’. In a coaching relationship, your role is to ask questions, seek clarity where needed, and otherwise to stay quiet and let them answer. In fact, effective listening is the key skill for great coaching.
How will I know if it’s working?
Many organisations demand a clear link between coaching and the bottom line, which can be tricky. Measuring the impact of coaching is simple if you are clear from the start exactly what the person being coached wants to achieve. Begin by agreeing coaching objectives, key behaviours they would want to be demonstrating as a result of the coaching, and why they are relevant to your organisation’s and/or client’s goals. Calculate the likely impact of coaching, taking into consideration other organisational variables such as resource levels, client SLAs and any training and development programmes.
The cumulative effects of coaching take time to filter through your organisation, so you should review the impact on a regular basis. Other measures you can use include 360° assessments and staff surveys, both before and after the coaching, focusing particularly on behaviours. If using 360° processes, make sure you involve your end users too, as these are often the people who will most readily notice a difference in behaviours.
What skills do I need?
Although you can pick up a book on coaching skills and get stuck in, it’s worth undertaking some training to learn not just the skills you’ll need, but also how it feels to be coached, and to see the fast results that can be achieved.
It’s worth networking with others within your organisation who are using coaching skills, as well as some of the coaching circles and networks you’ll find outside. As a coach we never stop learning – nor should we, otherwise we risk slipping back into ‘management mode’.
Although I always have high expectations for my coaching clients, they still amaze me with their resourcefulness and commitment.
Want to know more? Join our ‘FM Coaching Programme’ later this year, where you will learn to be an effective coach, and also have the opportunity to be coached by an expert.
Liz Kentish The FM Coach, 01778 561326 www.lizkentishcoaching.co.uk Follow me on Twitter
A version of this article appeared in FMX magazine Sept 2010
The following benefits of coaching were cited:
• Improved Relationships 77%
• Improved Teamwork 67%
• Improved Job Satisfaction 61%
• Improved Productivity 53%
• Improved Quality 48%
• Improved Organizational Strength 48%
If your organisation (whether you are an FM provider, or have your own in-house FM team) is to survive and prosper in current climate of rapid change, you need to be more flexible, move faster and learn faster than before. Coaching can help achieve this, particularly if managers train to become coaches themselves or at least learn some basic coaching skills and understand the basic principles. Coaching is generally used for performance management, employee engagement, leadership development and change management.
An International Personnel Management Association survey found that productivity amongst public sector managers increased by 88 per cent when coaching was combined with training (compared to a 22 per cent increase with training alone).
How is coaching different from day to day management?
Often as managers, we feel we should have all the answers – not only do we need to tell our people what the outcome should be, but also how to go about it. Of course, we often have more experience than them; however if you want your people to grow in experience and knowledge, then you need to help them find solutions themselves. Coaching is about asking the right questions to draw out their existing knowledge, experience and skills, as well as their creativity in finding the way forward.
‘But I’m too busy’, I hear you cry!
Much of an FM team’s role is reactive; by coaching them you will allow your people to take a step back and find solutions for those recurring issues. Allow your teams to solve them, and you’ll have more time to focus on being innovative and providing an even better service.
Your role in coaching
The appeal of coaching is that it’s centred on the individual, at a time and place to suit them; you could have a five minute coaching conversation in the corridor with a member of staff, or an hour long formal session.
Here’s what happens:
You agree the focus for the coaching using questions like:
• What would be the best use of our time together this morning?
• What would you like to go away from this session with?
Then you can follow one of many coaching models to draw out their existing strengths, know-how and other resources. Some well-known and very effective models are GROW, Solutions Focus, ACHIEVE™ and OUTCOMES™.
Confidentiality is one of the prerequisites of coaching, and should be made clear from the start. Even if you are their line manager, this still applies – people need to know they can speak freely in a coaching situation. It’s often useful to ensure senior managers are clear about this too; if they are aware that you are coaching your people, they may want to know all about what’s happening and the results.
One pitfall that many people fall into when they start coaching is ‘giving advice’. In a coaching relationship, your role is to ask questions, seek clarity where needed, and otherwise to stay quiet and let them answer. In fact, effective listening is the key skill for great coaching.
How will I know if it’s working?
Many organisations demand a clear link between coaching and the bottom line, which can be tricky. Measuring the impact of coaching is simple if you are clear from the start exactly what the person being coached wants to achieve. Begin by agreeing coaching objectives, key behaviours they would want to be demonstrating as a result of the coaching, and why they are relevant to your organisation’s and/or client’s goals. Calculate the likely impact of coaching, taking into consideration other organisational variables such as resource levels, client SLAs and any training and development programmes.
The cumulative effects of coaching take time to filter through your organisation, so you should review the impact on a regular basis. Other measures you can use include 360° assessments and staff surveys, both before and after the coaching, focusing particularly on behaviours. If using 360° processes, make sure you involve your end users too, as these are often the people who will most readily notice a difference in behaviours.
What skills do I need?
Although you can pick up a book on coaching skills and get stuck in, it’s worth undertaking some training to learn not just the skills you’ll need, but also how it feels to be coached, and to see the fast results that can be achieved.
It’s worth networking with others within your organisation who are using coaching skills, as well as some of the coaching circles and networks you’ll find outside. As a coach we never stop learning – nor should we, otherwise we risk slipping back into ‘management mode’.
Although I always have high expectations for my coaching clients, they still amaze me with their resourcefulness and commitment.
Want to know more? Join our ‘FM Coaching Programme’ later this year, where you will learn to be an effective coach, and also have the opportunity to be coached by an expert.
Liz Kentish The FM Coach, 01778 561326 www.lizkentishcoaching.co.uk Follow me on Twitter
A version of this article appeared in FMX magazine Sept 2010
Thursday, 2 September 2010
Can’t see the wood for the trees?
I went motor racing last weekend – not something I do very often I must say! I was fortunate to spend time with a team coach, and I asked him how he trains top drivers, and what their main obstacles are.
This is what he told me...
When you first learn to drive on a track at speed, the key thing is to be focused 100% on where you want to go. One of the main issues new drivers have is that they focus on what they don’t want.
So, for example, they might be saying to themselves,
‘I mustn’t hit the barrier’, and guess what happens more often that not? Yes, exactly. They hit the barrier.
I find this happens a lot in business too. We get so preoccupied by what we don’t want, that we almost make it come true by our self-talk. In coaching it’s similar; sometimes it’s easier to think about what we don’t want, rather than what we do want.
Take a leaf out of the great racing drivers’ book; a great question to ask yourself if you’re focusing on the barriers, is ‘what do I want instead?’
As the late Ayrton Senna himself said,
'And so you touch this limit, something happens and you suddenly can go a little bit further. With your mind power, your determination, your instinct, and the experience as well, you can fly very high.'
So, what do you want instead of what you have right now?
Liz Kentish The FM Coach 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
This is what he told me...
When you first learn to drive on a track at speed, the key thing is to be focused 100% on where you want to go. One of the main issues new drivers have is that they focus on what they don’t want.
So, for example, they might be saying to themselves,
‘I mustn’t hit the barrier’, and guess what happens more often that not? Yes, exactly. They hit the barrier.
I find this happens a lot in business too. We get so preoccupied by what we don’t want, that we almost make it come true by our self-talk. In coaching it’s similar; sometimes it’s easier to think about what we don’t want, rather than what we do want.
Take a leaf out of the great racing drivers’ book; a great question to ask yourself if you’re focusing on the barriers, is ‘what do I want instead?’
As the late Ayrton Senna himself said,
'And so you touch this limit, something happens and you suddenly can go a little bit further. With your mind power, your determination, your instinct, and the experience as well, you can fly very high.'
So, what do you want instead of what you have right now?
Liz Kentish The FM Coach 01778 561326 / 07717 787077 coach@lizkentishcoaching.co.uk
Sunday, 15 August 2010
The man who took our bins away - creating the bin less office
I recently facilitated a course for FMs and afterwards we got involved in a fascinating conversation about the realities of creating a bin less office. One FM had just started trialling the removal of all office bins and introducing ‘central recycling stations’ which in his own words was creating ‘anarchy’. He asked the group what they’d tried to help convince colleagues to go this way. Here’s the top tips offered by the rest of the group:
1. Communicate, Communicate and Communicate, it’s essential if the project is to succeed. Promote the reasons you are doing it, and use as many methods as possible, e.g. email, articles in the company newsletter, posters on notice boards, etc.
2. Get senior management buy-in and make sure they understand what you’re doing, why you’re doing it, are advocates for the project and above-all set a good example.
3. Provide real facts such as landfill taxes, corporate responsibility, environmental benefits, etc. If you contact the recycling companies, most will be happy to send you posters and information/facts that will support your campaign.
4. Put posters above each bin giving examples of what packaging and products go into the different bins, e.g. plastic food cartons, cans, paper. Even consider colour coding them to match the bins. Expect that even the most intelligent of people will take time working out what should go where!
5. Some staff may protest by leaving their rubbish on their desks for the cleaners to pick up. One way around that is to inform the cleaners not to remove any such rubbish and people will soon get the message. Another is to provide small ‘personal desk-top recycling boxes’. They’re only for paper and it’s the responsibility of the staff to empty the contents into the main recycling point each day, but it helps with goodwill. They cost between £2-4 each.
6. Display recycling results for your building and/or business on notice boards or include them in your newsletter to help people see that the project has a purpose and show that it is being closely monitored.
7. Expect mayhem, at least for a while and some people may treat you like you’ve stolen their right arm and done it just for fun. But time is a healer and with this one, people will just have to accept it and get used to it.
8. Communicate, Communicate and Communicate. Did I say that already? Well it can’t be stressed enough. It’s the key to making it all work.
1. Communicate, Communicate and Communicate, it’s essential if the project is to succeed. Promote the reasons you are doing it, and use as many methods as possible, e.g. email, articles in the company newsletter, posters on notice boards, etc.
2. Get senior management buy-in and make sure they understand what you’re doing, why you’re doing it, are advocates for the project and above-all set a good example.
3. Provide real facts such as landfill taxes, corporate responsibility, environmental benefits, etc. If you contact the recycling companies, most will be happy to send you posters and information/facts that will support your campaign.
4. Put posters above each bin giving examples of what packaging and products go into the different bins, e.g. plastic food cartons, cans, paper. Even consider colour coding them to match the bins. Expect that even the most intelligent of people will take time working out what should go where!
5. Some staff may protest by leaving their rubbish on their desks for the cleaners to pick up. One way around that is to inform the cleaners not to remove any such rubbish and people will soon get the message. Another is to provide small ‘personal desk-top recycling boxes’. They’re only for paper and it’s the responsibility of the staff to empty the contents into the main recycling point each day, but it helps with goodwill. They cost between £2-4 each.
6. Display recycling results for your building and/or business on notice boards or include them in your newsletter to help people see that the project has a purpose and show that it is being closely monitored.
7. Expect mayhem, at least for a while and some people may treat you like you’ve stolen their right arm and done it just for fun. But time is a healer and with this one, people will just have to accept it and get used to it.
8. Communicate, Communicate and Communicate. Did I say that already? Well it can’t be stressed enough. It’s the key to making it all work.
Sunday, 1 August 2010
Eleanor Rigby – ‘wearing the face that she keeps in a jar by the door’
This week I’ve been coaching a couple of clients about the perception people have of them in the workplace. Listening to the words of the Beatles’ ‘Eleanor Rigby’ this morning made me realise that many of us have different ‘faces' that we wear, which could mean we present a different picture to the people around us: to our families, friends, the boss, our colleagues, clients, contractors...the list goes on.
Is it a bad thing to have different ‘faces'?
If you check out the Johari Window* you will see that the ‘window’ we often need to work on is the ‘open’ window, where we, and others, know more about the authentic person we are. Different people may need to know different things about us, but the key thing is, it must be part of the real person – not some made-up persona or characteristic that we don’t have.
Take some time to think about where you keep your ‘faces’ and who gets to see which.
Want to find out more about perception, and how to change the way you are viewed at work? Call Liz Kentish The FM Coach on 01778 561326 or email coach@lizkentishcoaching.co.uk
*A Johari window is a cognitive psychological tool created by Joseph Luft and Harry Ingham in 1955 in the United States, used to help people better understand their interpersonal communication and relationships. (http://en.wikipedia.org/wiki/Johari_window)
Is it a bad thing to have different ‘faces'?
If you check out the Johari Window* you will see that the ‘window’ we often need to work on is the ‘open’ window, where we, and others, know more about the authentic person we are. Different people may need to know different things about us, but the key thing is, it must be part of the real person – not some made-up persona or characteristic that we don’t have.
Take some time to think about where you keep your ‘faces’ and who gets to see which.
Want to find out more about perception, and how to change the way you are viewed at work? Call Liz Kentish The FM Coach on 01778 561326 or email coach@lizkentishcoaching.co.uk
*A Johari window is a cognitive psychological tool created by Joseph Luft and Harry Ingham in 1955 in the United States, used to help people better understand their interpersonal communication and relationships. (http://en.wikipedia.org/wiki/Johari_window)
Tuesday, 16 March 2010
Are you a Manager or a Leader?
What would your team say – are you a Manager or a Leader?
What’s the difference between management and leadership?
How would you say they differ in terms of:
• Power
• Focus
• Risk profile?
This is an age-old question, and one that I have been asked many times, and one that I believe can be answered in several different ways. The main difference between a manager and a leader is how they motivate the people around them.
Do you have to be one or the other? Most of us fulfill both roles, moving from manager to leader when we realize we have to win the hearts and minds of those we want to follow us.
• Managers have subordinates As a line manager you command a certain amount of respect from those who report to you, and you tell them what to do. They do what they are instructed (usually!), because they receive their salary for doing so.
• Manager’s focus As a manager you get paid to make things happen, usually to budget and to deadlines. The actual tasks are usually delegated.
• Managers and risk As a manager you are expected to follow the company’s policies and procedures, without making any substantial changes. Generally this is comfortable for you, as it gives a structure to your role.
• Leaders have followers When you are a leader you don’t have direct reports (although you may still have them in your management role). When you want to lead, you are seeking followers, who follow you because they choose to, not because they are paid to.
• Leader’s focus Telling people what to do does not inspire them to follow you. You need to find out what drives them and show how following you will satisfy their needs. This could be a need for recognition, status, reward, a feeling of ‘giving back’ – as leader you need to know what it is. As a leader you always give credit where it’s due, and avoid blaming others when things go wrong.As a leader you will certainly demonstrate charisma, but this doesn’t mean you have to be friends with everyone, or even be liked by them. Some of the most effective leaders are often seen as ‘loners’.
• Leaders and risk As a leader you expect to face issues and problems, which need to be overcome. You are happy to take measured risks, and follow ‘the path less trodden’, to achieve your vision. People admire your courage – it’s important this is not seen by others as ‘bravado’.
In facilities management, a manager:
• Understands the contract requirements and business plan
• Is confident, a good listener, asks questions, is innovative
• Makes decisions according to the rules
• Customer- and service-focused – gets results by managing tasks
• Meets deadlines, and is focused on short-term results
• Is generally reactive
• Ensures staff understand their responsibilities
• Provides clear guidance to staff – tells them what to do
• Communicates effectively with teams
• Provides regular constructive feedback
• Encourages staff to improve their performance
• Addresses performance issues
• Encourages staff to offer ideas to improve performance
In facilities management, a leader:
• Is consistent in their own style, yet welcomes change and challenges the status quo
• Comes up with new, often radical, ideas
• Breaks the rules
• Generate new ideas and build a vision
• Focuses on long terms results
• Exploits their own strengths, and those of others
• Is aware of their own, and others’ weaknesses
• Pushes people to do and be the best they can
• Speaks in positive terms
So, where do you stand? For a no obligation 30 minute telephone session to identify your leadership strengths and how you can be even more effective, call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or coach@lizkentishcoaching.co.uk
What’s the difference between management and leadership?
How would you say they differ in terms of:
• Power
• Focus
• Risk profile?
This is an age-old question, and one that I have been asked many times, and one that I believe can be answered in several different ways. The main difference between a manager and a leader is how they motivate the people around them.
Do you have to be one or the other? Most of us fulfill both roles, moving from manager to leader when we realize we have to win the hearts and minds of those we want to follow us.
• Managers have subordinates As a line manager you command a certain amount of respect from those who report to you, and you tell them what to do. They do what they are instructed (usually!), because they receive their salary for doing so.
• Manager’s focus As a manager you get paid to make things happen, usually to budget and to deadlines. The actual tasks are usually delegated.
• Managers and risk As a manager you are expected to follow the company’s policies and procedures, without making any substantial changes. Generally this is comfortable for you, as it gives a structure to your role.
• Leaders have followers When you are a leader you don’t have direct reports (although you may still have them in your management role). When you want to lead, you are seeking followers, who follow you because they choose to, not because they are paid to.
• Leader’s focus Telling people what to do does not inspire them to follow you. You need to find out what drives them and show how following you will satisfy their needs. This could be a need for recognition, status, reward, a feeling of ‘giving back’ – as leader you need to know what it is. As a leader you always give credit where it’s due, and avoid blaming others when things go wrong.As a leader you will certainly demonstrate charisma, but this doesn’t mean you have to be friends with everyone, or even be liked by them. Some of the most effective leaders are often seen as ‘loners’.
• Leaders and risk As a leader you expect to face issues and problems, which need to be overcome. You are happy to take measured risks, and follow ‘the path less trodden’, to achieve your vision. People admire your courage – it’s important this is not seen by others as ‘bravado’.
In facilities management, a manager:
• Understands the contract requirements and business plan
• Is confident, a good listener, asks questions, is innovative
• Makes decisions according to the rules
• Customer- and service-focused – gets results by managing tasks
• Meets deadlines, and is focused on short-term results
• Is generally reactive
• Ensures staff understand their responsibilities
• Provides clear guidance to staff – tells them what to do
• Communicates effectively with teams
• Provides regular constructive feedback
• Encourages staff to improve their performance
• Addresses performance issues
• Encourages staff to offer ideas to improve performance
In facilities management, a leader:
• Is consistent in their own style, yet welcomes change and challenges the status quo
• Comes up with new, often radical, ideas
• Breaks the rules
• Generate new ideas and build a vision
• Focuses on long terms results
• Exploits their own strengths, and those of others
• Is aware of their own, and others’ weaknesses
• Pushes people to do and be the best they can
• Speaks in positive terms
So, where do you stand? For a no obligation 30 minute telephone session to identify your leadership strengths and how you can be even more effective, call Liz Kentish The FM Coach on 01778 561326 / 07717 787077 or coach@lizkentishcoaching.co.uk
Thursday, 7 January 2010
Positive Women - Who Wants to Know the #1 Question to Ask Yourself For More Peace of Mind?
If there was one question you could ask yourself to gain more peace of mind and keep a positive attitude, do you think it would be blanketing billboards, magazines and the internet? Would it be sensational enough to make the news? Would: less controversy, better communication and happier people be worthy of paparazzi? I think not, and that may be why is the best question is not being widely publicized. Or, it may be because most people don't know what the question is to share it with the masses. Or, maybe people who like drama have kept it under wraps since time began. I'll tell you what it is and you tell me your results from asking it. Deal?
The Question: "How is the best way to handle this situation?"
Reason Why it is the #1 Question to Ask Yourself
We tell people what we don't want them to do and they do it because we won't acknowledge that the subconscious mind ignores the word "don't."
We "try" to make things work when we know, good and well, the word "try" implies doubt and gives us an "out." There is never any real commitment when we "try" and there are much better words to use instead, inspiring success instead of failure.
We often end up pleasing ourselves or others by default because we have done everything else and there's only one thing left to do. By this time, we are depleted, frustrated and weakened so are we really pleasing ourselves?
Peace of mind and a positive attitude come from playing your way through life in a manner that makes it fun. Have you ever spoken with someone who feels real peace of mind? They are helpful though avoid taking on everyone else's problems as their own. They see the bright side of situations. How do they do this in a world that is often negative and draining if you let it be? They ask themselves, "What is the best way to handle this situation?" in whatever words or thoughts they might use. They may not consciously realize they are asking it but they are.
Just do it. Your brain will answer any question you ask it so make sure to ask it good questions. What answer will you get? You will get an answer that comes from your gut and that is where you want all answers to come from. No one knows you better than you so ask yourself what you want to know about and always trust it as the right answer. Will it always make sense? No, maybe not immediately but looking back, how many times have you second-guessed yourself and chosen wrong?
Gut feelings are survival instincts you were born with and their job is to keep you alive. Ask the question, trust the answer.
To be more positive, empowered, successful, and have greater peace of mind, I invite you to visit http://PositiveWomenRock.com/gift where you will receive audio and PDF versions of "3 Reasons Positive Women Excel at Everything" and invitations to TeleWomenars - empowering conversations for women.
Submitted by Kelly Rudolph, Creator of PositiveWomenRock. Article Source: http://EzineArticles.com/?expert=Kelly_Rudolph
For one to one support in handling those challenging situations, contact Liz Kentish The FM Coach on 01778 561326 or coach@lizkentishcoaching.co.uk
The Question: "How is the best way to handle this situation?"
Reason Why it is the #1 Question to Ask Yourself
We tell people what we don't want them to do and they do it because we won't acknowledge that the subconscious mind ignores the word "don't."
We "try" to make things work when we know, good and well, the word "try" implies doubt and gives us an "out." There is never any real commitment when we "try" and there are much better words to use instead, inspiring success instead of failure.
We often end up pleasing ourselves or others by default because we have done everything else and there's only one thing left to do. By this time, we are depleted, frustrated and weakened so are we really pleasing ourselves?
Peace of mind and a positive attitude come from playing your way through life in a manner that makes it fun. Have you ever spoken with someone who feels real peace of mind? They are helpful though avoid taking on everyone else's problems as their own. They see the bright side of situations. How do they do this in a world that is often negative and draining if you let it be? They ask themselves, "What is the best way to handle this situation?" in whatever words or thoughts they might use. They may not consciously realize they are asking it but they are.
Just do it. Your brain will answer any question you ask it so make sure to ask it good questions. What answer will you get? You will get an answer that comes from your gut and that is where you want all answers to come from. No one knows you better than you so ask yourself what you want to know about and always trust it as the right answer. Will it always make sense? No, maybe not immediately but looking back, how many times have you second-guessed yourself and chosen wrong?
Gut feelings are survival instincts you were born with and their job is to keep you alive. Ask the question, trust the answer.
To be more positive, empowered, successful, and have greater peace of mind, I invite you to visit http://PositiveWomenRock.com/gift where you will receive audio and PDF versions of "3 Reasons Positive Women Excel at Everything" and invitations to TeleWomenars - empowering conversations for women.
Submitted by Kelly Rudolph, Creator of PositiveWomenRock. Article Source: http://EzineArticles.com/?expert=Kelly_Rudolph
For one to one support in handling those challenging situations, contact Liz Kentish The FM Coach on 01778 561326 or coach@lizkentishcoaching.co.uk
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
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