How can you improve your staff retention levels through the recruitment process?

Staff Retention

Our guest blog by Caroline Hunt, Managing Director of Emerald Starfish, a Recruitment Process Outsourcing company (RPO) explains what you can do to improve your retention levels through the recruitment process.

Recent data shows that 55% of the workforce is likely to change roles within the next 12 months.  Whilst this can be exciting and dynamic as a candidate as an employer this can create several challenges. Retention starts with the recruitment process, so how can you use this to minimise turnover and reduce the impact of this on your business?

Make sure that when you are sifting CVs you are identifying those candidates that are looking for longevity.

When reading CVs look for the average length of time that a candidate has stayed within previous roles.  Job hoppers are always a bit of a risk.  It may be that they just haven’t found the right place to settle, but when the candidate market is volatile these are the candidates that are most likely to take a risk and move on again quickly.  

Have clear job descriptions for the role for which you are recruiting

22% of employees leave with 45 days of starting a new role. The number one reason for this is that the job isn’t what they expected it to be.  Make sure that the job description is given to the candidate before their interview and that the interview focuses on the tasks the job description covers.

Give the candidates what they want

Before the pandemic, 30% of workers looked for a new role because their current job didn’t offer them flexibility.  This number has vastly increased with the evidence that most roles can be done effectively from home.  Make sure that your flexible working policy is part of the information that candidates get and be transparent about what you can and can’t offer.

Recruit for culture and values fit

You want your recruits to feel like they belong to the organisation as soon as possible.  Most of us know people who just didn’t fit into an organisation.  This is usually because they didn’t align with the culture and values.  Make sure that you have a set of values included on the web page and reference these in your adverts.  Include them as part of the discussion at the initial interview stage asking questions that relate directly to your values.  For more information check out https://bit.ly/3gvLfmP

Invest in an effective onboarding process.

By having a personal development plan for your new employee that takes them through various review periods during the first 12 weeks including a wellbeing plan and work around the organisational culture.  A strong onboarding process can improve new hire retention by over 80% as well as increase productivity by 70%.

Emerald Starfish offers recruitment processes to the SME market. For more information, visit  https://bit.ly/3mfQIkY.

Member2Member Offers for all Chamber Members Northampton and Milton Keynes

Specific Learning & Coaching, based in Northampton are continuing to support Chamber members by offering a wide range of service products, packages & discounts. Specific are a specialist learning agency who use The Specific Method to design & provide blended learning solutions – a mix of insight, training, coaching & mentoring

We work with curious leaders who want to be directed by their customers and informed by their teams, to navigate toward their ever-changing business horizons

Wouldn’t You Rather Be Specific?

Lindsey Marriott and Charlotte Green work closely with Recruitment, HR and Independent Retail Sectors and believe the answer to business growth is to understand what your customers and employees think and develop your teams

They are committed members of the Chamber and Approved Chamber Trainers and like to work with businesses to lift up rocks, shake trees and discover opportunities

  • Specific can help you to capture valuable insight through Customer Satisfaction, Employee Engagement and Culture Surveys. There is a ‘suite’ of available options for any sized business. You even gain access to your own live dashboard!!

If you could bring the voice of your customer and your employees in the boardroom, what would it enable you to do?

  • Re-Engage your workforce with a series of Half and Full Day Training Workshops

Trending Topics Emotional Resilience, Service recovery & conflict management, Presenting with confidence, Leading teams in a remote or blended world, Customer Touchpoints and Moments of Truth, Leader as a coach, Communication – Understanding ‘you and them’ betterto name a few!!

  • With the strive to continuously improve Employee Retention and Increase Employee Engagement, whilst Developing Leaders in business, Specific offer a ‘suite’ of Onboarding Programmes

If your business has 0-5 employees and you are looking to grow your team, if you have more than one manager and expansion is on the cards, or you have multiple leaders and teams, there is an Onboarding Programme just for you

Here some key business benefits that you could realise:

  • Retain existing talent and improve employee turnover
  • Be better than your competitors, Great Place to Work Image
  • Expectations for employee and employer are set from Day One and new employee potential is rapidly realised
  • ROI on recruitment costs is improved and training costs minimised
  • Attracts, engages, and builds trust amongst new recruits
  • Creates pride for existing workforce, embeds business vision and values
  • Lays protecting foundations for inclusion, diversity and wellbeing
  • Improves Leadership development and accountability

For all Specific Learning & Coaching products and services, Chamber members will receive a 15% discount throughout 2021.   Bookings for 2022 are now available

And there’s more..

  • Realise the many benefits from 1:1 Coaching. Sharing work/life challenges in a confidential and relaxed environment, working intuitively on your own agenda will help you unravel the things that are holding you back, changing perception and realising your strengths. Act with increased confidence, less stress and a clear action plan
  • We strongly believe that what you think about affects how you feel and how you feel affects how you behave. Work 1:1 with Charlotte Green, who will provide tools and techniques to uncover your priorities, understand your drivers and overcome obstacles.

Specific are offering 6 Sessions for the price of 5 until January 2022

Call us now to talk about your business needs. We help improve employee engagement and culture, delight your customers and develop your leadership teams. We want to facilitate your business journey as your horizons change

Take a look online at – https://www.northants-chamber.co.uk/profile/member2member-offers

Come and see us at – Specific Learning & Coaching

Lindsey & Charlotte

01604 212734             [email protected]

The Hope Centre, Leadership Development

The Hope Centre Northamptonshire and Specific Learning & Coaching

When Charlotte and Lindsey incorporated Specific Learning & Coaching in 2019, we agreed certain principles that were important to us both. They were:

  • That we wanted to work with trusted associates in preference to employing people directly, so supporting other small business owners.
  • That our mission was to move leaders from ‘process led’ to ‘people led’ thinking, creating empowered workforce relationships
  • That our values of openness, integrity and honesty were always to be visible in what and how we do things
  • That a proportion of our work would be on a reduced or voluntary rate for charitable organisations when we could.

We had both been involved with charities previously, Charlotte supporting the Aim Higher initiative in Kettering and me providing treatment to the Macmillan nursing team and relatives of those affected by cancer. We were also proudly members of The Good Business Charter group of companies

After our first year of business, we began to look for an organisation to support. We knew we wanted to offer something more than ad hoc, that would have a more lasting impact and that could be measured for effectiveness. And happily, we met Noo Jarvill, Head of Corporate Engagement at the Hope Centre, through a local networking event. Noo talked everyone through the broad range of work the centre does to provide services to people throughout Northampton – and although she didn’t specify management or leadership skills training, we thought something to support the managers and leaders in the organisation could be of value, so we offered to work with the team over the course of a year.

Here’s a brief insight into the Hope Centre work…

Hope is a progressive anti-poverty charity that works to improve the lives of anyone affected by poverty and exclusion, including those affected by homelessness, addiction, and poor mental health; through providing services, training, campaigning, and advocacy

Hope was initially founded in 1974 by Michael Mulligan as a homelessness organisation and registered as a charity in 1992 – then as a charitable company in 2011.  It is now a community charity owned by local people, doing good things in Northampton for local people:

  • They provide practical services and things that help people survive poverty and exclusion
  • They particularly help people who are homeless, offenders, those with addictions and mental health issues
  • They help people to access training and skills to improve employability
  • They offer diversionary and fun activities and experiences to those on low incomes
  • They campaign against poverty and negative attitudes and poor treatment towards people on low incomes
  • They support migrants and refugees
  • They work to improve the local community in partnership with community members

Once we understood the huge range of activities associated with Hope, the changes that 2020 had brought to its purpose, and the internal structure changes required as a result, we could see how we could add some value. So working with Lee Coyle (Head of Service Delivery), we identified some key areas for support, carried out a leadership team engagement survey to help clarify the leadership teams most pressing issues and designed the first 3 of 12 workshops.

We were delighted to meet the team and deliver our first workshop at the end of May 2021 – it was designed around Managing Time and Workload better, and ironically, we soon realised that a 2 hour bitesize wasn’t enough!!

We experienced the most amazing, engaged lively and energetic group of people who are incredibly committed to their purpose. Our next session is scheduled for end of June, and it looks like we’ll be extending to at least 3 hours to have enough time for discussion, energy and involvement of the team!

We have agreed to review every 3 months and ensure that the ‘value add’ is happening, and the team have proper input into the programme to ensure it is useful and effective for them. Our next workshop topic will be to explore communication styles and preferences – we can’t wait…

That first session, however, proved the importance of aligning personal and professional goals and activities – I don’t think I have ever experienced that kind of commitment and passion in a commercial organisation training or workshop session, and although the Hope Centre leadership team have a variety of backgrounds and experiences, the overarching mission of the centre has created a kind of cohesion which just doesn’t happen without heartfelt passion for their purpose – it’s a lesson we can all learn.

So, it’s a win-win for us!! The Hope centre have bespoke leadership skills and management techniques workshops based around their diverse, complex, and unpredictable environment, and we get to learn more about how to sustain such an amazing focus, will and commitment to succeed.

Looking forward to the coming months and developing our relationship with this amazing charity

To find out more about our work, head over to our website, www.specificlc.com where you can book a 20 minute free discovery call or even a 2 hour scoping meeting for your leadership challenges, employee engagement or customer experience insight needs

And to support the Hope Centre – the website details are: www.northamptonhopecentre.org.uk

Emotional Resilience, Improve Your Bounce Back Ability

#NelsonMandela once said, “Do not judge me by my success – judge me by how many times I fell and got back up again”.

For some of us, the art of resilience is about building strength to bear the strain, for others its about growing new shoots to start again, and for many of us it’s just looking for someone or something to lean against until you can stand on your own again.

And that’s the point – achieving and maintaining resilience means having a choice, being able to decide how to think and which tool will work for which situation.

So, when we consider emotional resilience specifically, building that strength comes from being able to consciously review and instigate how you respond to stress, pressure, environmental impactors and the rest of life’s curveballs.

Most often, stress and overwhelm occurs because of the enormous pressure we place on ourselves to succeed and achieve either for ourselves or others – and of course, this has been even more evident over the last year.

Another telling quote is from Hillary Clinton, who says “Always take criticism seriously but never personally” – negative self-talk can break into our stash of response choices when we’re deciding how to handle difficult situations. In fact, sometimes that negative self-talk can make us feel like we don’t have any choices at all.

So, what often happens is we hear “I’ve failed”, “I’ve can’t cope” “I’m not capable of dealing with this” etc, particularly when you can see others around you in your business network, family or friends seemingly coping very well with similar pressures. This feeling is called ‘Despair and Compare’ and if we aren’t able to break out of these thoughts our emotional resilience will eventually fracture and collapse.

We were lucky enough to support the BICP Northampton #resetrestart program to develop entrepreneurs, Start-Ups and VSMEs in their business journey. We delivered a bitesized workshops on how do we strengthen emotional resilience and find the responses that mean we can CHOOSE how to respond rather than be driven to despair?

We shared various tools, tips and techniques – take a look and have a go:

Look through your resilience hero’s eyes:

  • Who do you know that you admire? Who is the colleague or friend that always manages to cope with the stresses and pressures of business and life?
  • Try thinking like they think, mirror their behaviour, and imagine what they would do in the same circumstances – or even what they would advise you to do. Don’t forget that this person might be YOU in a different time or during different circumstances…
  • Try to identify what you perceive to be your ‘gap’ and review who amongst your colleagues, friends or family demonstrates the way YOU would like to respond. What do they do – how do they do it – what do they say – what’s their strategy?
  • Once you’ve reviewed all this, try their responses on for size – act as if you are them and see how it effects the way you think of the stress, problem, or pressure.
  • The way you think effects the way you feel so you’re likely to uncover a different way of responding – so the next time you feel stress or overwhelm, you’ve got a CHOICE of how to respond…and the more you do it, the easier it becomes – AND – you may realise that you are more like them than you think.

So- don’t Despair & Compare – MODEL & ASPIRE instead

Strengthening Emotional Resilience means focusing on creating positive, resourceful emotional states as a matter of course, and practising the skill of lessening negative self-talk.

We all know instinctively that what we think about effects how we feel, however the link between how we feel and how we behave is not so obvious. We often believe we’re great at behaving ‘professionally’, managing our feelings and not showing overwhelm or stress – however even if we’re old hands at this, it’s just not sustainable.

When pressure or stress strikes, words like worry, anger, frustration, helpless, stuck, can describe how we feel – and that forces behaviour like short temper, lashing out at others, closed minds and non-listening (to others, although we always hear our internal voices!). Procrastination is another common stress response – knocking us off course and creating a whole raft of ‘interesting’ things to do that are more important than the growing workload! Here’s a great way to consider procrastination:

Towards and Away From:

When you next feel under pressure with your workload, grab a notebook and record ALL the actions you take to completing that piece of work – that means ALL the actions.

Here’s an example from one of mine from a few years ago:

  • look at the task
  • make a cup of tea
  • call a friend for a quick catch up
  • pop the washing on (working from home even then!)
  • its lunchtime now so I’ll just have a sandwich
  • tidy the fridge magnets (my lowest point!!)
  • I’ll tackle it again tomorrow…
  • Once you can clearly identify your very own personal Towards and Away behaviour, think about why procrastination is happening
  • Is the work boring? Try reminding yourself of the purpose of this work for you, your team, your client, or your business – re-inject that reason and value
  • Is it new, difficult, or complex? Do you need to ask for help? Or should you be chunking this piece of work out and do it in ‘sprints’
  • Is it that you just don’t want to do it? If this is the case, and you see no value in what you’re doing and you’re unable to delegate it – ask yourself, what would happen if you didn’t?

Another way to create emotional resilience is RE-FRAMING. We tend to remember things that haven’t gone as we’d planned as ‘failures’ – which makes it tough to face similar challenges.  So looking at them through a different ‘window’ and simply changing your negative internal dialogue can shift your thinking – and we know now that the way we think effects how we feel – and the way we feel effects how we behave.

Here are some examples:

How I DON’T want to feelHow I DO want to feel
  I’m feeling pressured and not coping, I just feel rushed, I don’t know what to do   I don’t want to feel rushed, I don’t want to feel overwhelmed    I want to feel in controlI want to feel relaxed and composedI am in control, I can learn from othersI am feeling positive, I can do thisI am organised, and have a planI have all the tools, support and resource to achieve what I want  

Oak or Willow?

Finally, emotional resilience is all about the choices we create for ourselves, so we aren’t forced to take only one path to stress, pressure and overwhelm. Flexibility in our responses helps to create that all important positive state – remember this old saying…

Robert Jordan. The Fires of Heaven

We hope you enjoyed this article and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

From great Employee Engagement to amazing Customer Experiences

“Customer service can make or break a business. If you treat your staff well, they will be happy. Happy staff are proud staff, and proud staff deliver excellent customer service, which drives business success.”

So says Sir Richard Branson…

It’s difficult to talk about employee engagement and customer satisfaction without referencing one of Sir Richards’ many quotes. He has always advocated that by looking after your staff, seeing the people rather than the resources, you’ll naturally create happy customers and business growth…and let’s face it – he’s done OK!

It’s widely accepted that delivering great customer experience relies on engaged employees, so what can organisations do to ensure an engaged workforce? Let’s start by looking at the research.

What does the research reveal?

A recent Institute of Customer Service research piece involving 2,000 consumers, 2,000 employees and 20 senior business executives reported: “…A clear correlation between employee engagement and customer satisfaction: disinterested staff fail to make a lasting impression with customers, with the result that they take their custom elsewhere”.

The study found just 25% of employees felt engaged in their role and the picture didn’t improve for consumers.

Just 11% of customers say they would repurchase from an organisation following a bad experience with an employee. Worst still, 43% of customers will also actively warn others against using the organisation.

A lack of investment in customer service training was a major contributing factor to employee disengagement (and therefore poor customer experience). On the other hand, organisations who invested time in their employees resulted in positive customer experience scores and better business growth.

Business executives interviewed as part of the study cited engaged employees as being more efficient, more likely to develop emotional connections with customers and get their interactions ‘right first time,’ leading to better customer experiences, reduced costs and returning custom.

This trend between employee engagement and customer experience is supported by the Customer Satisfaction Index UK (CSIUK) which found that consistently achieving levels of customer satisfaction higher than the sector average is linked to better turnover growth, profit and employee productivity.

What’s the global picture?

A recent report by OCR International found that globally, employee engagement is on the increase, yet there are still challenges to overcome.

Interestingly, the UK was reported to have the lowest employee engagement rate (58%) when compared to Asia Pacific (68%) and the USA (72%).

On a more positive note, the Employee Outlook report commissioned by the Chartered Institute of Personal Development (CIPD) found employee satisfaction is on the increase year-on-year, albeit gradual. The criteria for this study was broad and took into account the following:

  1. Ability to influence decisions
  2. Use of individual skills
  3. Employee motivation activities
  4. Level of effort by the business to engage
  5. Employee voice being heard
  6. Having a shared purpose – communicating the Vision
  7. Organisational commitment and advocacy

How do businesses increase Employee Engagement?

Investing time, providing the right training, and understanding how employees identify with themselves (both within their role and the organisation) are great ways to increase engagement.

According to the Institute of Customer Service, increased employee engagement MUST start in boardrooms. They advocate boardrooms need to develop programmes which:

  • Bring an organisation’s vision and values to life
  • Involve employees in decisions affecting them so they have a genuine voice
  • Empower employees with the knowledge, tools and confidence to make decisions that do the right thing for customers”

This is echoed by Sir Brendan Barber, the Chair of ACAS (Advisory, Conciliation and Arbitration Service) who predicts the importance an increased voice within boardrooms could have for organisations.

In Summary

Clearly, good employee engagement is vital in providing a great customer experience – the more an organisation invests in engaging their employees, the better the customer experience and business performance. While there is still a way to go, particularly in the UK, we’re heading in the right direction!

A final word from Sir Richard…“There’s no magic formula. The key is just to treat your staff how you would like to be treated. People want to work on projects that mean something to them and be surrounded by colleagues who treat them with the respect they deserve. If all companies took this approach, then employee engagement and wellbeing ratings would be much higher.” 

At Specific Learning & Coaching, we know engaged employees and satisfied customers are a business’s most valuable asset – and we built the REAP network as a diagnostic and analysis tool to identify what they really think and feel, for great business owners and leaders to use as signposts for continuous improvement

If you want to find out about what gives your team joy or what makes them seethe, or WHY your customers are happy rather than just accepting they are, give us a call to discuss more.

We hope you enjoyed this article and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for leaders too, please get in touch

All the best

Lindsey & Charlotte

Mentor or Coach – What’s Right For You?

Choosing a coach or a mentor is a very personal thing.

The key to securing the right support to help you achieve your best is about being crystal clear about your needs, thus directing you to the right approach. Both mentoring and coaching have fantastic results depending upon what you need right now…but it’s important to understand the difference.

When we hear the terms ‘mentoring’ and ‘coaching’ used so interchangeably these days, it is sometimes hard to determine which is the best option for you.

So let’s explore the differences and benefits of both approaches, and then focus on how a mentor can support you achieve your highs…

Mentoring involves the development of a longer-term relationship and is focused on supporting the growth and development of the mentee. The mentor acts as a source of knowledge, teaching, and support, not someone who observes and advises on specific actions or behavioural changes in the day to day. Mentoring means ensuring the control of the situation is always with the mentee. However, once the challenges are properly identified and opened up, a variety of solutions are evident.

Coaching typically involves a more finite relationship, with a focus on strengthening or eliminating specific behaviours in the here and now. Coaches help you adapt behaviours that might be detracting from your performance or strengthen those that support stronger performance. 

Both mentoring and coaching offer valuable developmental support – mentorship offers knowledge and guidance for long-term development, while coaching helps provide a more immediate improvement in targeted areas. Here we focus a little more on mentoring…

So, what does a mentor DO for you?

  • Takes a long-range view of your growth and development.
  • Helps you see the destination but doesn’t provide a detailed map to get there.
  • Offers encouragement and cheerleading, but not precise “how-to” advice.

And, what DON’T they do for you?

  • Function as an advocate of yours in the organisational environment such as your boss would; the relationship is more informal. 
  • Tell you how to do things.
  • Support you on transactional, short-term problems.
  • Serve as a counsellor or therapist. 

Your Mentoring Relationship

Clarity around the role of the mentor is critical to the success of your relationship, so identifying and talking through both yours and their expectations has to be the start point. Here are some tips to consider when considering who might be a great mentor for you:

  1. Invest your time in seeking out a mentor with whom you feel a natural and easy fit.
  2. Share your goals, concerns, and fears openly.
  3. Don’t expect the mentor to solve your short-term problems or do the work for you.
  4. Don’t expect specific advice. 
  5. Be honest about where you feel you are struggling or failing. 
  6. Listen carefully and then research and apply your mentor’s guidance.
  7. Show that you value the mentor’s support. 
  8. Never abuse the relationship by expecting ‘political’ support in the organisation (if the mentor is internal to your business). 

Your Role as a mentee

  • Focus on being open to hearing feedback from your mentor whether it’s positive or developmental.
  • Don’t be afraid to ask for unvarnished advice or feedback. Practice your skills as a good listener, take what you can use, and leave the rest.
  • Specify upfront some initial goals you have, such as learning procedures or processes, or preparing yourself for a potential promotion meeting for example.
  • Agree with your mentor how you can measure the success and effectiveness of your working relationship together.
  • Make it your accountability to schedule time with your mentor and keep those appointments faithfully.
  • As you commit to certain steps or discuss taking educated risks to support your development, keep track of your discussions with your mentor and follow up specifically on those steps when you meet.

Methodology & Benefits

Mentoring can be delivered in a number of ways – you could source a professional or external mentor who is an expert in your sector or field, or look to your internal network, inside your organisation to develop a mentoring relationship which is unpaid and more philanthropic.

Many organisations are now realising the enormous benefits of developing an internal Mentorship Programme, investing in training for prospective mentors, adding value to their role, developing their skills, and supporting either younger or less experienced employees to grow in the business.  An internal mentoring programme will retain & drive best practice through cross functional business support, encouraging ownership for self-learning and development – the final responsibility is always with the mentee but with ‘on-hand’ support. It also prepares for succession planning for both parties, through opportunity to demonstrate initiative and show a ‘step-up’ mindset – talent development and retention at its best!

So, now you know the benefits of mentoring and understanding the difference between coaching and mentoring, which is best for you?

If you’d like to explore the benefits of developing an internal Mentoring Programme for your business, please get in touch with us.

Building Trust and Connection – Remote Leadership 3

Are the challenges of leading remote teams unique?

What kind of leadership does it take to lead remote teams well?

Leadership in any context is challenging.  So, what are the key challenges? What strategies are effective, and what type of leaders succeed most often in these environments?

It’s interesting to note that challenges leading a remote team aren’t necessarily unique — but they do show up as a bit disorienting, feeling like they take more time, and possibly more complex in ways uncommon in shared workspaces.

Here’s our view of the third key challenge, Building Trust and Connection, and some best practice for leaders of remote teams:

Building Trust and Connection

  1. As a leader of a remote team, you become the key contact point for the team and often the business. People will look to you for inspiration, guidance, clarity, confirmation, and much more than you might expect. And of course, your behaviour and reactions will be amplified which means others perception of you can become more important than reality
  1. It’s important that trust, the foundation to strong relationships, is established, maintained and grown when F2F communication is not possible.
  • Trust must be earned though; it is not a given. Trust is a feeling – and the trust equation is a great way to explain this feeling. Understanding this equation means you can use it to help strengthen your relationships with not only your team, but all business connections.

The TRUST Equation

The three aspects of the TRUST Equation are credibility, reliability, and intimacy – these are the aspects we want to increase. The denominator is self-orientation, which we want to decrease. Here’s an explanation in more detail.

Credibility

  • Credibility is simply ‘do they know what they are talking about?’ We trust people like doctors and lawyers because they are trained professionals. They’ve had to pass exams and been tested to make sure that they are credible and that they have a level of knowledge which allows them to advise people. We trust them as experts in their field.

Reliability

  • Reliability is about delivering on promises. Does this person deliver on their commitments or do they consistently fail? Repeated failures to do what you say you are going to do undermines trust – e.g. if someone is consistently late to meetings it erodes trust. So, when they say they’ll meet you at a set time there is a part of you that knows it is unlikely to happen – this shows a lower level of trust in that person…. And if they can’t get to a meeting on time, what else are they going to fail to do?
  • Sometimes people are their own worst enemies when it comes to this. They commit to help or support others but because they’re too busy or disorganised, they fail. They usually have the best intentions but their failure in doing what they say they’ll do, has a big impact on the trust people place in them.

Intimacy

  1. Intimacy is about whether you can trust someone to keep something confidential. Do you trust them with information, or have they let you down? Confidentiality is the backbone of doctor/lawyer relationships with their patients/clients. This is to protect the individual, but also to maintain trust in their profession…so if they should break this trust, there will be legal consequences – and most importantly, everyone is clear on this from the start.

Self-Orientation

  • Self-Orientation is the one denominator in the TRUST equation. It’s all about where this person’s real focus lies. Do they have my best interests at heart …… or are they doing this for themselves? Are they really helping me or are they simply doing this to get something out of it? If people sense that you don’t care about them or their needs, they just won’t trust you.
  • This principle stands in terms of how people feel about their business or employer too. Does my business train me and help me to improve so that I can advance my career? Or does it just expect me to deliver my tasks for which I get a salary in return?
  • However, it’s important to look at these factors from a personal perspective when leading a remote team. People don’t often trust institutions or organisations – they trust the people in them – and particularly the people designated as leaders within those businesses. Companies are often described as credible and reliable – the first two elements of the trust equation. The last two however, are specific to individuals.
  • To build trust in a business, the people within it people must demonstrate intimacy and self-orientation. This builds trust in a profession or institution. It is vital to the long-term success of the business and although many companies say that they ‘put the customer first’, they don’t back it up with their actions – therefore it undermines trust in their business.

We hope you enjoyed this article and would love to hear from you

Please take a look at our other news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Manage inner conflict to achieve personal and business success

Business leaders achieve personal and business success for several reasons. The key to this is usually a willingness to strive for the next opportunity for promotion or recognition and doing a consistently good job

Does this sound like you? If so, is anything holding you back? Are you at a point where you feel like the next challenge might be one too many – that it’s a little too risky? 

·   Are you a leader and feeling stuck or scared?

·   What’s stopping you from stepping up to the next challenge? 

·   Are you in two minds or at odds with yourself?

Leaders are humans too

In every aspect of our lives, we have choices to make about the direction we take and opportunities to take the next challenge. 

Should you climb the ladder of success? How far should you climb it? What’s at the top? When you get to the top what should you do next?

You might experience feelings of insecurity and unrest about where you’re heading. You may even be in two minds about taking the next step. For instance, is there an expectation that you are heading into your current boss’s shoes?

Internal noise

So, what are your inner thoughts saying to you? Do these thoughts and ‘what ifs’ sound familiar?

“On one hand I feel positive and excited, but on the other I feel worried it might not work out”

“Today I want to take over the world… but yesterday I wanted to do something else”

“I think I want to take the reins from my boss, but I’m worried about the consequences. Things will change and my team needs me”

“I know I am good at what I do – so why do I feel like I am not doing it very well at the moment?”

“I know I want to make changes in my life… but what if I don’t like the changes?”

The inner conflict

Firstly, it’s completely normal to feel like this and you’re definitely not alone. Throughout our lives we experience events that shape the way we think and what we consider to be important. It’s our internal sub-system of thoughts, beliefs and ideas, built from those experiences, that drive our behaviours now.

Do you feel like you have separate parts within you that think and behave differently to each other?

This is the Inner Battle; the argument for both sides that is playing over and over in our minds. However, just suppose this…

What if… just for a minute, both parts of you ultimately wanted the same thing? It’s just the journey to get there that is different. Think about that challenge or opportunity now?

Ask yourself…

What does the side of you that is contemplating “doing” ultimately want for you?

Success, Safety, Love, Confidence, Family, Money, Security

What does the part of you that is questioning or placing obstacles in your way ultimately want for you?

Success, Safety, Love, Confidence, Family, Money, Security

So, if they want the same thing, what does your unconscious need to know, to feel reassured and to enable you to take the leap?

You’ve got all the answers already… but we can help you to find them

We hope you enjoyed this article and would love to hear from you

Please take a look at other our news, articles, case studies and bitesized workshops

We offer 1:1 private and confidential coaching for Leaders too, please get in touch

All the best

Lindsey & Charlotte

[email protected]

01604 212734

Changing Perceptions

Have you noticed some people make you feel nervous and anxious for no apparent reason? When they offer simple feedback, you feel defensive.

What happens if you offer feedback to someone else and they get immediately defensive or upset? That wasn’t your intention, was it?

I’m sure I’m not the only one who has experienced moments where you feel like you’re banging heads rather than seeing eye to eye. Those moments where you clash with someone else without understanding how it’s come to that.

Do you come into conflict with friends, clients or work colleagues and feel you’ve been misunderstood or that people have the wrong impression of you? Wouldn’t it be good if you could rewind and take a different approach?

Why are our perceptions different?

To address this situation, we need to understand we all have different perceptions. Have you been to an event with a friend and when they talk to others about the occasion, their version of it is different to yours? 

Our brain is programmed to trigger an immediate emotional response within milliseconds of an event. It absorbs the information and stores it in our mind. Sometimes, we choose to replay the scenario in our heads over and over again. We tell our friends what happened, text our family, tell our work buddies. We re-think it and replay that feeling and emotion and it gets more impact every time. Our internal representation of our experiences then has an impact on the way we store similar events now and in the future.

There will be differences, or even disagreements, at times when you recall the same event as someone else and your memory or perception is different to theirs. This is because different factors, feelings and personal relationships were pulling different strings for them than for you at that time. Therefore, they see the same situation differently.

Can we learn to see things from a different viewpoint?

Thinking about our different preferences to everything from food, music, art and exercise to whether we prefer detail to strategy or are thinkers rather than doers can help us to start to see things differently.

We can then begin to find ways to better manage relationships and to communicate better with one another. We can learn to press ‘pause’, give ourselves time to reflect, accept, move on and use that experience in a positive way going forward.

Take a moment to recall a time when you’ve experienced a clash with another person. Then ask yourself:

-Have you considered the other person may have a point of view that you just can’t see now? Is there a possibility that both your ultimate intentions may well have been the same? Write a list of what your intentions are, and what theirs might be too

-Would you like to better understand the other person’s behaviour so you can tweak your own approach to get the best outcome going forward? Are you open?

-What would your friendly, wise, old owl say to you about the situation? Write this down.

This all affects how we feel, and how we feel affects what we think – and guess what – these affect how we behave. So, STOPPING for a breath, OPENING to another perspective and allowing your mind to wander into their world, opens a whole new way to understand that you hadn’t noticed before.

What do I do next?

If you want to know why you respond or behave in the way you do with others or want to better understand why someone else may think differently to you – Specific Learning and Coaching can help! Please email us for your free Perceptual Positions Tool, which we’ve designed to help you review past misunderstandings and conflicts to enable you to bring about positive changes in the future.

We hope you enjoyed this article and would love to hear from you

Please take a look at other our news, articles, case studies and bitesized workshops

All the best

Lindsey & Charlotte

[email protected]

01604 212734