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Welcome to issue 369 of the ukrecruiter newsletter. Unique branded templates available on UKRecruiterJobs. | 
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CONTENTS
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Why not submit your 3 favourite web sites. See the guidelines at http://www.ukrecruiter.co.uk/articles.htm |
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Article One: Practical People Management; Basic tools for extraordinary results - Leadership by Denise Walker In this series of articles, Denise Walker shares her management experience, ideas and methods that actually work from a practitioner’s perspective rather than HR theory. Any good manager has an element of leadership ability, some more than others. Whereas management is often about the “here and now” and the detail, leadership is more about looking to the future and your strategy for getting there. So, in simplistic terms, if you are clear about your future goals, you can ensure that all your team’s activities are geared towards achieving those goals and you are much more likely to maximise success. In published studies, there are 7 key elements to businesses, which out perform other similar businesses in terms of growth and success. The top 3 are: focus; cohesion and simplicity. To me, leadership is not only about having goals and focus, it is also about making it simple for people to understand these and removing any obstacles that could prevent goals being achieved. Attitude is key here and a good dose of leadership helps to achieve a higher level of motivation from your people than you would have without it. If you can not only visualise where your department/company is going but also communicate this to your teams, even the least experienced manager should find it much easier to encourage and excite individuals to work towards common goals linked to the overall vision. I recall my first management role in 1988, when I told my new team that we deserved to be in the top 10 of the company, that I believed they were all great at their jobs and that together, we could achieve much greater results. And we did – we were number 6 within 3 months and continued to break records for that office for the next few years. It is amazing how motivational this can be to individuals and teams. People hate to be kept in the dark and they love being kept informed. Sharing the vision is: My first management example was a very basic way of sharing my vision for my new team and, in hindsight, I could have been a lot more thorough and probably achieved higher sales as a result. When working with managers today, I call this “Vision Planning”, where we create a plan, based on the following questions: It is this simple, yet effective and really does help them to get to where they want to be. The plan can be implemented in practical terms, because each task is identified, everyone in the team is involved and know where they fit in and every eventuality is considered and catered for. As a result, goals are much more likely to be achieved. Some managers are great at making their ideas work. But on the other hand, I have seen examples of managers who have great ideas, which do not come to fruition, to the frustration of them and their teams. These managers get the reputation of being “all talk and no action” – something that is so easily avoidable. So why do a large number of managers not plan for their goals? And why, even if they do plan, are goals still not achieved? I believe the reasons include: An obvious solution is for managers not only to learn how to plan effectively but also to manage the plan and monitor progress against it regularly. This relatively small amount of time invested saves a lot more time and hassle further down the line. As we all know, good intentions can be successfully implemented with a little communication and practical application. In today’s market, making results happen is what counts in the end – for the sake of your business and your people.
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Article Two: Ask the Expert! - by Steve Finkel Dear Steve the Expert: I have five years experience in our industry, and my production is good. The problem is that I don’t seem to be improving much, either in skill or billings. My manager rarely has sales meetings other than “what’s going on?”. I’ve asked about his purchasing specific training products, but he seems to feel a once-a-year conference/ talkathon is enough. It isn’t! What can I do? Frustrated Dear Frustrated, While it is irritating to receive less support from your manager than you would like, there is a great deal you can do to improve your skills and production on your own. It will require some effort, but so will any form of training. Learning by osmosis doesn’t work well! 1) Analyze your foundation The first step is to analyze each step of your methodology to see where you have “holes” in your techniques. You cannot improve without a specific direction on which to focus. The easiest way to do this is to obtain a comprehensive book/training manual covering every step of the search process with clear instructional explanations and commentary. See where you’re weak. The only product of this type is the excellent hardbound book by noted trainer Larry Nobles, entitled Search and Placement! A Handbook for Success. Visit www.larrynobles.com. Don’t just “read the book”; underline or highlight, re-read repeatedly and implement! 2. Tape and critique your own calls With five years on a desk, you have an advantage. You can listen to a new person and immediately spot areas that need improvement. You cannot, however, do so on your own calls. Why not? Because your involvement in the call prevents objectivity. The answer is simply to tape your own calls and analyze. Just go to a Comet or similar; they’ll have a cassette recorder and various devices to allow you to tape both sides of a conversation. Listening to your own calls 15 minutes at a time, twice a week, after hours will give you plenty of areas in which to improve. See the following point to implement. 3. Signs on Your Phone It is easy to say “implement”, but how do you do it? The best way is extensive role-playing (see article on my website on this), but chances are it will require the manager to properly direct this. However, signs on your phone are also a fine choice. Improvement means changing habit patterns, and the key to doing this is continual reminders; otherwise, you’ll fall right back into old habits. Change your sign every week. 4. Conduct Sales Meetings Finally, you can — perhaps — motivate your manager to invest in serious training by conducting some sales meetings yourself. Aristotle once said that “the truest knowledge of an art is the ability to teach it”. Teaching forces us to organize our thoughts and formalize our knowledge. “Unconsciously competent” is not enough. It is especially important for one who has hit a temporary plateau to do so. In the development of any complex skill, even excellent performers will reach times when learning seems to have slowed. The situation is most frustrating to a person who wants to do better. If you do not stay on a rapid learning curve, the results include “burn-out” and greatly reduced income. The end result of continual improvement, however, in a happier and far more productive career. The points outlined above will go far towards the accomplishment of this goal.
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Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk
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