To Infinity and Beyond!

Going through some of our old newsletters, found this from July 2017 which raised a smile.  The message remains the same whatever the time of year though!

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July 20th marks the 48th anniversary of the moon landing by Apollo 11 and the iconic quote of “One small step for man, one giant leap for mankind”.  Many of us will no doubt remember sitting in front of grainy black and white wobbly images that were beamed into living rooms around the world.  It got us thinking of the variety of highs and lows faced by all Space programmes and how so many can be aligned to challenges faced in business:-

Apollo 13 – the sheer ingenuity and creative problem solving that the ground crew, and astronauts Jim Lovell, Jack Swigert and Fred Haise, used to get the stricken craft home safely.  Allow your teams to think imaginatively and without constraint and who knows what they’ll come up with.

 

KISS Principle – Keep it simple, stupid  – remember the story about the “no gravity pen” in the 1960s – all the inventiveness of answering a question that was simply solved by using a pencil! Sometimes the simple solution is the best. Don’t waste time reinventing the wheel if there’s a better alternative already available.

 

The tragedies and setbacks – Apollo 1, 1967, that could have derailed the whole space programme; Nedelin, the Russian explosion in 1960; Challenger 1986, Columbia 2003.   All of them had the potential to halt space exploration, but lessons were learnt and changes made to ensure future launches would be safer.  Learning from mistakes made is the valuable lesson for all evolving organisations.

 

The International Space station – Americans, Russians, French, Japanese, Canadian, British all now working together for a common goal.  Let’s not forget it is that many decades since some of these nations were at war!  Sometimes those who previously you were in competition with, or were seen as enemies can be your best collaborators.

 

Process mapping – the 1960s saw the introduction of using these types of pictorial representations of the sequence of actions that comprise a process in order to review different elements of the processes in place.  A simple but effective means to analyse the processes in your business can not only assess them, but allows you to see where you can improve them.

 

John F Kennedy – described eloquently and imaginatively the vision for getting a man to the moon – “I believe this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon, and returning him safely to earth”.  SMART target setting in action!   Getting your message across, having everyone buy in to the vision, is half the battle.  Specific, Measurable, Achieveable, Realistic, Time – his sentence emcompasses all 5.

 

Sputnik 1957; Explorer 1958; Gagarin 1961; Shepard 1961; Glenn 1962,  – it doesn’t just happen overnight!  The pace of business growth can vary and patience pays off.

 

Sir Tim Peake and Helen Sharman – the first British Astronauts  who have gone on to inspire young people in the world of engineering and science – look to the future and work with schools, colleges, universities, apprenticeship schemes.  Feed your succession and growth with enthusiastic young people who will reward you and your business with innovation, loyalty and expertise.

 

Many will be aware of the “Janitor” story, who, when asked by JFK what he did at NASA replied “I’m helping put a man on the moon”.  Everyone in the organisation should be working to meet the end goal and whatever their role, not only are they a part of the vision, they should understand that they are and be proud in their contribution.

 

The Mayan Rabbit in the moon – did you know the Mayan culture believes that it is possible to see a rabbit in the moon?  This is also supported by others including Native Americans and Chinese.  As children we were often told to look for the man in the moon.  It’s all about perspective – what one person sees, another just doesn’t get it.  Sometimes no matter how clearly you explain the outline, your audience looks at your blankly but that doesn’t mean they’re wrong, they’re just seeing something different to you.

  

…..And finally, look for the positives in all  things –  in the words of Buzz Lightyear,– “this isn’t flying, this is falling with style”!

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How do I manage my mates?

 

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In our 30 years of training this is the question that keeps the majority of new managers awake at night!  For staff who have been promoted into their first supervisory or management role, the skills required in becoming an effective manager are very different from their expertise in “doing” the job.

Imagine, having a Friday night drink with your colleagues in the local bar and then on Tuesday morning, having to have a difficult conversation with one of them about being consistently late over the last few weeks?

That isn’t an easy conversation for an experienced manager, but when you are new to the role, knowing how to handle the situation is daunting.

A recent evaluation from one delegate highlighted just how useful the “Smelly Pete” exercise is –   telling a member of staff they have a personal hygiene problem is again a test that many of us would fail, but when needs tackling it falls to their supervisor or manager.

So often we hear that when new supervisors and managers are faced with these difficult discussions, they revert back to what they know best – doing the practical aspects of their job, and hoping the need to manage the situation will just go away.

Sometimes the challenge is how to motivate and provide feedback  – what fires up one member of staff will demoralise another.

Getting on top of your time management when you’re being pulled 5 different ways often means that things fall through the net or get overlooked until there’s a crisis.

The good news is that these new managers are not alone!  Whatever industry, sector, or size of organisation, all newly appointed managers and supervisors face these questions.

Our Getting to Grips with Management programme provides practical support for your staff – short training events (3 hours in duration) over 8 modules held every two weeks, enabling them to get back in the workplace by lunchtime and start using the learning 

They have ongoing support from Keith, our MD and Director of Training who delivers the programme and can call on him for advice and support in between the sessions either via email, telephone or Skype.

Working with other delegates who are all facing the same challenges provides confidence and as the programme progresses, sharing experiences and successes enables the individual managers to develop within their role.

We recognise that return on investment is important to your business and have listened to what works best for organisations – your manager comes back fired up and ready to put the learning into practise, having received the equivalent of 8 separate courses over the duration of the programme.  The targeted, intensive, practical modules means you see an impact immediately and the ongoing support throughout the programme ensures you have a confident member of your management team.

The next programme is being held at Chilston Park in Lenham, just off  the M20 and only an hour  from just about anywhere in Kent.   The first module is on 23rd January 2019 & course notes and materials are provided for each module and the delegates receive a certificate of attendance on completion of the programme.

The cost for the whole 8 modules is £1040 + VAT and charities receive a standard 10% discount.

Meet the Trainer -Jean Crew

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Jean’s experience working as part of the internal training division for one of the most successful local media groups in the UK,  she has a wealth of expertise when it comes to sales and sales training.

Jean is highly professional with an engaging delivery style that learners naturally respond to. Intuitive and a great communicator, she is always clear and prepared in her methods whilst creating a structured and comfortable learning experience and environment.

She is skilled at understanding the needs of both the learner and the business allowing her to develop and execute relevant training.

She specialises in all aspects of Sales & Business Skills Development as well supervisory management, customer care and change management. In addition she provides bespoke training consultation, course conception and creation, course delivery and learner evaluation.

Often to be found delivering a variety of courses in different parts of the globe, she has worked with Athelbrae for a number of years, particularly in presentation and sales training for our UK clients.

Mental Wellbeing -applicable to every age

There has been a swath of reporting over the summer months regarding mental health awareness focusing on young children and teenagers, teachers, homeless, the military, high street staff whose jobs are under threat, athletes….the list is endless.  Why?  Because we all have the ability to experience poor mental health at different times in our lives and how we respond to it, and how others respond to it, can define the recovery time and whether it is an acute episode or becomes a chronic one.

It is an unfortunate truth that more often than not you’ll hear someone say “in my day, we just got on with it” or “never did us any harm”………….but maybe the response needs to be “how do you know it did no harm?”  We used to amputate limbs in the 1800s without anaesthetic, but doesn’t mean we’d advocate it now as fortunately we have developed our understanding and skills to handle this more effectively and compassionately. 

How many of us have enjoyed a relaxing summer away either from work or in a different location and commented on a “different pace of life”?  Those precious few hours, days or weeks that we can stop and recharge our batteries.  We often think this is about our physical health, but physical and mental well being go hand in hand.

CIPD research identified an increase in staff reporting suffering from mental health issues with 42% confirming they have experienced mental health issues in the last 36 months.

When someone has a physical restriction, like a back problem, migraine, or broken leg we are able to proactively help them and it is rare that someone feels awkward in asking if they are OK, need anything or how the problem came about.

The same cannot be said for those who suffer with mental ill health – the problem is often that we are unsure whether this is a long term problem; a transient reaction to particular stresses at that moment in time, whether we are the root cause of the problem, or if it is a chronic condition that flares unexpectedly at unknown times.

Our reaction to others’ mental well being invariably hinders our ability to just be kind, compassionate and caring….something we all have the capacity to do naturally as humans. 

Recognising our own and others need to mental health and fitness is not a weakness – in fact it is anything but. 

As we return to work after the summer break, perhaps we should all set ourselves a task of stepping up to the plate in recognising our own wellbeing and that of others.

 

Meet the Trainer – Steve Torjussen

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We are very fortunate at Athelbrae Ltd to have Steve on board as one of our Associates and his professionalism and humour are valued by clients and delegates alike.

With a unique blend of business and training experience gained within the finance, banking and motor industries, Steve has an invaluable understanding of personal and business dynamics and a genuine talent for creating training and coaching.

An Award winning trainer, Steve’s focus is absolute devotion to the well-being, growth and success of clients (the individuals in his care as well as the organisation as a whole).

Delegates are engaged and challenged in equal measure enabling them to develop new skills in a supportive environment leaving the training room buzzing with confidence and a desire to start using the newly acquired talents to their own benefit and that of their employers.

He strongly believes that there is an enormous, passive and underdeveloped potential both within organisations and ourselves that needs liberating and energising.

Steve’s passion is for

  • the quality of the material that is delivered
  • for the people he is working with, and
  • for the business results that will be delivered to the client

His experience has been gained within the sales and marketing environment as a new business Sales Executive, Account Manager of existing accounts, a Sales Manager within a Branch and Area as well as a Regional Manager. This highly successful experience has been transformed into measurable learning and development at all levels returning quantifiable results time and time again.

Training and Coaching Programmes that have been developed and delivered include Strategic Marketing, Sales Skills (introductory and advanced levels), Telesales (inbound and outbound), Negotiation Skills, Account Management, Relationship Building, Customer Service, Personal Impact, Leadership, Coaching, Change Management and Time Management.

 

 

Being practical about exam requirements

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All students now must have GCSE English and Maths

With the A level results out yesterday, there has been much in the press about vocational training schemes vs University etc.  This is an annual debate and discussion around exam time.

In recent years, it has been enforced for Schools and colleges that all students, regardless of their career path, must have English and Maths GCSE qualifications and therefore if they return to school or college for further studies, but without these as “passed” exams, they’ll resit them until they pass.

Being competent in English and Maths in order to go into the world of work is definitely a reasonable expectation.

BUT having a piece of paper that identifies you can write about Thomas Hardy, classify figures of speech, oxymorons and hyperbole,  or elaborate on polynomials or congruent triangles is perhaps not the most important thing in every section of the world of work.  Speaking to many organisatons, being able to communicate with colleagues and clients, the ability to problem solve or be a team player says more about the individual than the number of A* in their locker.

Changing our thinking on what we really need them to demonstrate

Maybe therefore the time has come to have an alternative means of measuring knowledge for these students.  Yes you want to be confident they can use good English to email customers; you want to ensure that it isn’t all “text” speak: you want to know that  they can work out percentage discounts; you want them to understand the basics of profit and loss…….but this is not what is measured by GCSE/A level examinations.

For these individuals, making it compulsory to attempt (on numerous occasions) something for which they have already been identified as a major stumbling block in their education, seems a waste of everyone’s time and effort.

It identifies them as persistent “failures” rather than giving them the confidence and ability to express what they do know, rather than what they don’t.

Let us hope that someone in office sees sense and thinks outside the box of examination criteria as a measure of success.

 

Meet the Trainer

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Meet Janice, our Associate who specialises in Employment Law, HR issues and Discipline and Grievance. She is experienced in working with large and small organisations across a variety of industries in the private and voluntary sectors.

The courses delivered by Janice are always well received because she makes the complicated simple, doesn’t use jargon and understands the difficulties faced by staff and employers in what can sometimes be fraught and difficult discussions.

To talk through any support you would like for your business from an HR and employment perspective, call 01892 832059 or email kate@athelbrae.co.uk