Uncertainty has become a very present factor of modern working life, yet almost all of us crave certainty and spend a lot of our time and effort working very hard to create as much of it as we can. Only to find that uncertainty often wins out!
In this podcast, part of a mini-series looking at the questions and topics that often come up in coaching sessions, Richard and Paul dive into the world of uncertainty. They explore some of the ways that we can ensure that we don’t get stuck waiting for certainty, or derailed when the world gets messy.
Uncertainty can feel disorienting and makes decisions far more complex, yet we can all learn the skills that enable us to lead, work, and succeed in an uncertain world.
Understanding why and what you can do about it is fundamental to every #manager’s success. We ask and answer the following questions:
Do you struggle with addressing underperformance in your team?
Find it challenging to identify the root causes and have those difficult performance conversations?
You’re not alone. Watch as Ricky simplifies the complexities of underperformance and provides practical solutions to help managers and leaders like you.
In this video:
Explore four core reasons behind underperformance.
Discover actionable strategies to tackle knowledge gaps, skill deficiencies, lack of tools, and mindset issues.
Learn how managers can create environments that promote high performance.
Another podcast in our mini series exploring some of the questions that come up in coaching sessions, in this episode of the podcast, Richard and Paul discuss the questions that is asked without ever being asked, what are my values?
Values are at the heart of behaviours, driving both purpose and actions. Yet, we are often oblivious to them and their impact on our decisions and perceptions of the world. Paul and Richard explore their influence on our lives, how you can find out what your values are, and the ways they change at different stages of our lives.
Demystifying the B2B Sales Process means simplifying and removing the guesswork from sales in a B2B world.
Sales professionals, are you ready to turn the sales process from a constraint into your strongest ally?
In this video, Ricky Muddiner dives deep into how a well-defined sales process isn’t just a series of steps but a powerhouse tool that can revolutionise your approach, save you time, and massively boost your effectiveness.
With over 30 years of sales experience across B2B and B2C sectors, I’ll break down common misconceptions and reveal how to harness the true potential of your sales process. Whether you’re on the frontline or leading a team, you’ll discover tailored strategies that fit your specific needs.
What You’ll Learn:
How to build and refine a sales process that actually works for you.
Identify and utilise critical steps to win deals more consistently.
Techniques to train, coach, and manage your sales team more effectively.
Don’t miss out on these actionable insights that have helped teams scale their sales efforts worldwide.
Check out these additional resources. Share this with your team and network to spread the value! https://bit.ly/6TipsforaKillerSalesProcess https://bit.ly/ExampleSalesProcess https://bit.ly/LevellingupyourSalesLeadersSalesManagerandSalesTeamsPlaylist
Sometimes (at work) we get a little lost. Maybe our actions are not working, our dreams suddenly appear unattainable, or we become disconnected from the purpose. It may happen slowly over time or can be a sudden upheaval when things around us change.
It can be very disconcerting to feel lost, yet many of us experience it at some point. As coaches, we are frequently asked the question, ‘What’s the point?’.
In this podcast Paul and Ricky explore how people may find themselves lost, and what they can do to reconnect with their purpose, or discover a new purpose that will give them the energy and desire to carry on.
New Manager Playbook: Mastering Management Essentials
Have you just landed your first managerial role, or are you looking to refresh your leadership skills?
Our “New Manager Playbook” is your ultimate guide to starting strong and steering your team to success! Ricky Muddimer shares our expert strategies, which cover everything from setting the right tone and fostering collaboration to unlocking your team’s full potential.
What’s Inside?
Essential skills for new managers Strategies for building trust and respect Tips for evaluating and adjusting team dynamics Techniques for enhancing team performance Whether you’re navigating your first managerial role or managing a new team, our playbook provides actionable insights and practical tools to make your leadership journey a triumph. Download now and transform your managerial challenges into opportunities for growth and success!
Continuing our series of podcasts that explore the most common questions asked in coaching sessions, Rob and Paul explore the very common topic of time in this podcast. A range of time questions come up, all of which centre around the genuine issue of having more things to do than the time available.
Time management skills are essential to modern working but are only part of the story. Most of us have jobs where the demands outstrip the time available, and in this episode, Paul and Rob explore the different mindset (and skills) required to ensure that the time you have is used in the best possible way.
Discover the Power of Involvement: Master Decision-Making & Collaboration
Are you struggling to engage the right people in your projects?
Do you feel like you’re missing out on crucial contributions?
Watch our latest video, “Discover the Power of Involvement: Master Decision-Making & Collaboration”, and discover a powerful tool to revolutionise your collaboration and decision-making approach.
We’ll guide you through a simple yet powerful 2×2 matrix, showing you how to map out potential collaborators and maximize your project’s impact. This tool is perfect for project planning, team management, and anyone looking to boost collaborative efforts.
Let’s face it, none of us really love getting feedback. We know it is important, and helps us grow, It is also hard to hear sometimes and often badly delivered. Sometimes, it feels like it is easier to not be told, even though we know that is not really the right answer!
This podcast is part of a series based on the questions that come up the most in coaching sessions. In this episode, Rob and Ricky explore how feedback can be helpful once you get past the emotive reaction it often creates. They also explore the different types of feedback that you might get and how best to reflect on and take action that will help you grow.
Organisations often view training programs as quick fixes for performance issues, expecting immediate returns on investment. However, this perspective overlooks the complexities of learning and development. Training alone cannot address multifaceted organisational challenges without alignment with the organisationâs culture, systems, and leadership practices.
This article explores the limitations of relying solely on training as a solution and emphasises the need for a comprehensive approach that includes leadership involvement, ongoing support, and a culture that fosters continuous learning.
When we engage with learning and development teams in organisations, the most common question is, “How will you measure the impact of the intervention? To which we reply, “How do you measure it now?”
Learning & Development Teams are typically deferential to the major operational business units; they serve the company by understanding and closing the capability gap. The problem is that businesses like to measure impact, but measuring learning impact is far from easy.
Measuring ROI is understandable; of course, everyone wants to see their investment pay off, but the issue is when only Learning and Development are accountable, you leave the outcome to chance. Why? Because the puzzle is more complex.
The problem
When managers and leaders position training as the panacea for organisational challenges yet point fingers at these programs when performance falls short, they overlook a critical piece of the puzzle: their role in the learning transfer process.
This contradiction underscores a broader corporate culture issue, revealing misplaced expectations and a misunderstanding of how learning effectively translates into improved job performance.
Firstly, there’s an overarching tendency to overestimate what training can achieve in isolation. This optimism, while initially seeming beneficial, sets the stage for disappointment.
No matter how comprehensive, training can only singularly address multifaceted organisational issues by reinforcing post-training support. This support includes coaching and mentorship, opportunities for practical application, and a culture that encourages reflection and continuous learning.
The Impact
I have been on many courses in my corporate life, and rarely, if ever, have I been sat down with before or after any intervention to ensure that the thousands invested in me will pay off.
When my manager didn’t take the time or, at its worst, even talk about the intervention, the message I got was that it wasn’t important and any post-learning activity was down to me. The manager effectively says it is unimportant or they don’t care. That is leaving the outcome to chance!
Moreover, the alignmentâor lack thereofâbetween training programs and an organisation’s strategic goals can significantly impact their effectiveness.
Training initiatives not tailored to an organisation’s specific needs and culture are less likely to yield meaningful outcomes. Leaders play a crucial role in ensuring that training is not just a box-ticking exercise but is genuinely relevant and integrated into the organisational strategy.
The environment where employees apply their new skills also plays a crucial role. A supportive work climate and a clear understanding of the training’s relevance to their positions can significantly enhance the transfer of learning. Conversely, an environment that lacks these elements can stifle the application of new skills, no matter how excellent the training intervention.
Accountability and measurement are also often needed in the equation. With clear mechanisms to track the application of learning and its impact on performance, it’s easier to blame the training when expectations are unmet. This approach overlooks the necessity of a supportive infrastructure that facilitates the transfer of learning.
Lastly, the psychological aspect of cognitive dissonance, where leaders believe in the power of training but find it easier to blame it for failures, highlights a disconnect and, for me, deflection away from them. They absolve themselves and their crucial role in the learning transfer. It points to a need for a more nuanced understanding of how training, organisational culture, and leadership practices intersect to impact learning and performance.
The solution lies not in devaluing training but in recognising its place within a broader system of continuous learning and support. Leaders must shift their mindset from viewing training as a standalone solution to seeing it as part of a comprehensive strategy that includes their active involvement.
The Solution
Leaders and learners need a shift in mindset; move away from viewing training as a one-off event, a tickbox. Everyone needs to see it as part of a continuous learning journey.
Learning is not or ever will be a silver bullet; it cannot be effective without alignment with the organisation’s culture, systems, and leadership practices.
Leaders and learners need to establish clear objectives for their training, understand how training aligns with organisational goals, provide ongoing support for learners, and implement mechanisms to measure and reinforce the application of new skills in the workplace.
Before Training
Line managers should spend time with their people ahead of any development intervention to articulate:
Why this training is important for them and the business.
Why now is the right time.
How it aligns with the business goals.
What goals for the training
What they expect of them during and after the intervention.
After Training
Arguably, post-intervention clarity and support are most vital. Line managers should ask their people to reflect with purpose; this means reviewing to identify areas that might still need attention and having a call to action for how they will apply their learning. After all, if my boss is interested, this must be important!
Reflection – ask learners:
What did they learn?
So What does that mean for them?
Now What will they do differently?
Application – create opportunities for people to put learning into practice.
Coaching & feedback – identify opportunities to provide meaningful feedback and coach where required to raise the bar and embed learning.
I can hear managers and leaders raising their eyebrows as they read, shouting, “Does this guy not realise how much we have to do?” They will argue they don’t have the time to spend this time with their people. What they fail to realise is that they are already spending that time addressing the shortcomings and issues that arise from a lack of confidence or competence due to poor follow-through, practice, reflection and application.
Training ROI only comes if the employee, managers and learning teams combine with a unified approach.
This article first appeared on Forbes.com on 25th March 2024
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
