PGAs of EuropeLeadership – PGAs of Europe http://www.pgae.com Home of the PGAE Mon, 13 Nov 2017 21:49:28 +0000 en-gb hourly 1 https://wordpress.org/?v=4.8.3 What Are Intercultural Skills? http://www.pgae.com/ask/what-are-intercultural-skills/ Sun, 08 Oct 2017 15:44:03 +0000 PGAs of Europe http://www.pgae.com/?p=20019 Broadly speaking, intercultural skills are those that describe your ability to effectively communicate with people from different cultural backgrounds...]]>

Broadly speaking, intercultural skills are those that describe your ability to effectively communicate with people from different cultural backgrounds.

On the one hand this pertains to language, i.e. whether or not you speak a second or maybe even a third language. More importantly though, it’s about understanding and accepting that customs, standards, and values differ between cultures, and being willing to learn and adapt to them.

Research undertaken by the British Council showed that employers value intercultural skills just as much as they do formal qualifications. The Council surveyed employers from nine different countries operating within the public, private and non-profit sectors. When asked about their reasons for valuing intercultural skills, they stated that employees who successfully display these skills were more likely to secure new projects, worked better within diverse teams and were more successful in representing the company brand and reputation.

In fact, a lack of intercultural skills was perceived as a risk to the company, possessing the potential to seriously damage client relations, team productivity and ultimately the company’s reputation.

While there might not be a straightforward way for employers to test your intercultural skills in an interview, they might ask you questions like: have you ever worked abroad? Do you have experience working in a diverse team? Do you speak any foreign languages?

They can also learn a great deal from how you communicate throughout the application process and during the interview: are you easy to talk to? Are you able to see things from someone else’s perspective? Are you willing to learn from them?

Ultimately, intercultural skills are something you show. Simply listing it on your CV won’t do; you’ll have to convince people you possess the eagerness to learn and the ability to adapt. So start doing: read, travel, learn a new language, talk to different people and, most importantly, be curious.


This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: British Council; Skills You Need

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What Are Intercultural Skills?
What Does ‘Investing In Your Career’ Actually Mean? http://www.pgae.com/ask/what-does-investing-in-your-career-actually-mean/ Mon, 26 Jun 2017 15:46:00 +0000 Coaching4Careers http://www.pgae.com/?p=12680 It means you have to spend some time and money on your career. It means taking control of your career and being accountable for your own success.]]>

It means you have to spend some time and money on your career. It means taking control of your career and being accountable for your own success.

Here are some good examples of where you could make more of an investment career-wise:

  1. Build relationships. Create your own circle of influence; find a mentor. Make time to make connections, pay attention to and nurture meaningful relationships.
  2. Do the career management thing: make a plan, devise some goals. Take time to review your objectives and challenge your own commitment levels daily.
  3. Recognise what you are good at and get better at it. Spend time observing yourself and your colleagues in meetings or just day to day and notice what you uniquely bring. Then invest some time and money getting better at it.
  4. Be prepared to take a step backwards. It may be that to move forward long term you need to forego some short term gratification. A lower salary now could mean great things in the future.
  5. Get a qualification/attend a course/learn something new.
  6. Build your online brand. Create a webpage to showcase your work or simply keep your social networking profiles updated and constantly be on the lookout for anything that could be perceived as negative.
  7. Raise your professional profile. Spend time on a committee or board or take on a challenging new project. Find ways to gain valuable, marketable experience.
  8. Ask for feedback. And learn from it.
  9. Take a risk. If you don’t really have to think about risk it probably isn’t the life changing or breakout move you were looking for.
  10. Make time for that which balances you: your family, your friends, your hobbies. They will offer you perspective, different experiences and a much needed escape from the world of work.

If you think about it you probably invest more time and money in your choice of holiday than you do in your career. Given that you spend two-thirds of your waking life at work and your career goes a long way to determining your quality of life, it may be worth reassessing your investment portfolio.

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This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Forbes; HBR; LinkedInInvestopedia

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What Does ‘Investing In Your Career’ Actually Mean?
5 Ways to Get MORE Out of Your Work Week w/ Will Robins http://www.pgae.com/ask/5-ways-to-get-more-out-of-your-work-week-w-will-robins/ Thu, 15 Jun 2017 07:03:50 +0000 Golf in the Life of http://www.pgae.com/?p=18943 Will Robins and GolfIntheLifeOf.com discuss some of their favorite mindsets and habits to help you get more out of you day / week / year...]]>

Sometimes it feels like time can just fly by and we’re not really sure what happened or what progress was made. Will Robins and I sat down to talk about some of our favorite mindsets and habits to get more out of a day / week / year.


Subscribe iTunes | Android | RSS

Read the entire story behind this here from James Clear.

Will’s first suggestion – The Ivy Lee Method

  1. At the end of each work day, write down the six most important things you need to accomplish tomorrow. Do not write down more than six tasks.
  2. Prioritize those six items in order of their true importance.
  3. When you arrive tomorrow, concentrate only on the first task. Work until the first task is finished before moving on to the second task.
  4. Approach the rest of your list in the same fashion. At the end of the day, move any unfinished items to a new list of six tasks for the following day.
  5. Repeat this process every working day.

Read the entire story behind this here from James Clear.

The biggest killer of everyone’s day is opening up emails first things in the morning.

Everyone is always asking “how” questions. What really matters is the “why”.

Take some time to improve your business / sales skills if it’s something you struggle with and go outside of the typical education / certifications. Give yourself permission to try some new ideas out with the framing of an experiment or challenge.

3 Morning Questions:

  • What happened yesterday?
  • How do I feel about that?
  • What am I working on today

Will’s past episodes on coaching programs:

Group Coaching Q&A part 1
Group Coaching Q&A part 2
Working with Groups

Links / Resources

Charles M. Schwab productivity story – Ivy Lee Method
2017 Coaching Workshop in Orlando
Will’s Consulting Company RGX
BJ Fogg – Tiny Habits

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5 Ways to Get MORE Out of Your Work Week w/ Will Robins
6 Ways to Find Out Whether a Job Candidate Will Fit Your Company’s Culture http://www.pgae.com/ask/6-ways-to-find-out-whether-a-job-candidate-will-fit-your-companys-culture/ Wed, 14 Jun 2017 12:23:18 +0000 Inc.com http://www.pgae.com/?p=13769 Found an applicant with the right skills? Time for a culture interview. You know that job applicant has the right skills to fill your open position...]]>

Minda Zetlin is a business technology writer and speaker, co-author of The Geek Gap, and former president of the American Society of Journalists and Authors. She lives in Snohomish, Washington. Like this post? Sign up here for a once-a-week email and you’ll never miss her columns.

@MindaZetlin


You know that job applicant has the right skills to fill your open position. But what about the right personality? Ignore cultural fit at your peril, for your new hire likely won’t last long.

I’ll always remember one of my co-workers at my first company. Although she did excellent work, she seemed to zig while the rest of us zagged. In a group of frumpy, often pudgy writers, she was an accomplished martial artist. Where many of us were just getting our feet wet in the business world, she had been around for a while and worked in some legendary places. Where we tended toward the silly-a plastic-encased slice of prosciutto once spent a week tacked to our department’s bulletin board-she was deadly serious. Not surprisingly, she soon moved on to a job at a prestigious non-profit that was working hard to change the world.

Hiring someone who doesn’t fit your company’s personality can be a very costly mistake. To avoid making that mistake, make sure to interview job candidates for cultural fit, as well as job qualifications. That advice comes from Tara Kelly, CEO of customer experience software provider SPLICE Software.

Kelly makes sure to include a culture interview in the hiring process, and she says it’s made a big difference. “It is important to understand employee values, motivators and interests,” she explains. “Understanding what keeps employees fulfilled is a key element to build a truly successful team. Whereas regular job interviews focus on verifying qualifications, culture fit interviews focus on ensuring potential candidates fit the corporate culture and core values of the organization.”

Given that every new hire is a big investment, it’s worth taking the time and effort to interview for cultural fit as well as skills and experience. Here’s how Kelly does it:

1. Define your company’s culture.

You may not need to do this, and Kelly doesn’t mention it, but if yours is a small or start-up companies, your culture may not be something you’ve given a lot of thought to. You should, though, because you definitely have one and a bad cultural hire will hurt you.

Your mission or vision statement is a good place to start-it won’t define your culture, but it should identify the values that drive you and your employees to show up and work hard every day. Beyond that, take a look around and consider how your company compares to others in your industry. Ask your employees or colleagues for input, until you can come up with a sentence or two that captures your company’s personality. Consider this example from Amazon CEO Jeff Bezos: “Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.”

2. Write job ads with culture in mind.

“Culture fit should be integrated into every aspect of recruitment,” Kelly notes. That begins with your job ads, which should reflect both your company’s brand and its culture. If yours is an informal, family friendly workplace, with child care on site, and where pets are welcomed, say so. If yours is an elegant workplace with a prestigious history, say that.

3. Include culture questions in regular interviews.

From your first conversations with a candidate, interviewers should be thinking about cultural fit, Kelly says. “Once applications are assessed, pre-screening interviews should occur over the phone to see what first impressions candidates make and gauge personality for a possible fit.”

Candidates who pass this screening should be invited to an in-person interview with their potential department head. “The department head should also screen the applicant for culture by introducing a few less technical questions,” she adds.

4. Know which questions to ask, and which not to.

“Ask questions that speak to the core values and culture of the organization, without directly asking about each value,” Kelly advises. “For example, ask ‘what is something you have accomplished this summer that you are really proud of?'” This type of question helps SPLICE find candidates who like to learn new things or improve their skills. “At SPLICE, we really value a love of learning and improving things,” Kelly explains. “Our fundamental core value is, ‘We believe it can be better.’ So we like to see that not only in someone’s work life but their personal life too.”

It should go without saying that there’s a difference between culture and bias, and you should be clear about that difference, especially when it comes to questions that could land your company in legal trouble. To say that your culture is fun-loving and risk-taking is fine; to say that all employees should participate in extreme sports means your workplace discriminates against disabled or older workers.

In Amazon’s we’ll-settle-for-intense culture, an employee who’d just had a miscarriage was told by her supervisor that the company was likely the wrong place for a woman looking to start a family. Not surprisingly, many labor lawyers have been contacted by current or past employees seeking to sue the company for attitudes like these. Someday, one of these suits will get filed.

5. Train employees to conduct culture interviews.

“Once it is verified that a candidate has all the necessary qualifications and has passed all the preliminary culture fit screenings, a culture fit interview should be introduced as the last phase of the process,” Kelly says.

But you’re not the one to conduct the culture fit interview-the candidate’s potential co-workers are. That means they’ll need some training about what to ask and what to listen for. “It’s crucial to ensure the team is prepped on the purpose of a culture fit interview prior to participating,” Kelly says.

In general, she says, you should select four to six employees from around your company to talk informally with the job candidate about hobbies and interest and how these things tie in with your company’s personality. “Employees should be encouraged to ask questions that tie in to the organization’s value system.”

6. Gather feedback.

Employees who conduct a culture interview should fill out assessment afterwards that scores applicants on numerical scales of good-fit-to-bad-fit, and also ask for written comments. After you review those assessments, call the employees together for a quick debrief to make sure you understand their feedback and get a better sense of how the candidate might or might not fit with your company and its values. All of this input, together with the candidate’s performance on your skills assessment, will put you in the best position to make the right choice.


This article originally appeared on Inc.com – to view the original article visit http://eur.pe/1kkmevy.

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6 Ways to Find Out Whether a Job Candidate Will Fit Your Company’s Culture
The Value to Organisations of Offering Career Support to Staff http://www.pgae.com/ask/the-value-to-organisations-of-offering-career-support-to-staff/ Mon, 01 May 2017 15:35:07 +0000 Coaching4Careers http://www.pgae.com/?p=18631 Coaching4Careers explain how career management conversations can help keep and develop staff...]]>

There is little recent data about career management conversations in the workplace:

Kelly Global Workforce Index – August 2014 (230,000 people across 31 countries participated)

  • 57% people agree that career development discussions are beneficial in terms of the opportunity to acquire new skills
  • Only 38% had these discussions with their employer in the past year
  • Only 29% are satisfied with the career development resources provided by their employer

With global employment trends changing all the time, the need to keep and develop staff should be at the top of an organisations agenda.

Whether the organisation is a school, SME, Not for Profit or Corporate, many seem frightened to invest in the career management of their staff, they think staff will be unsettled, leave, or want more than they can offer. Some work very well with their staff, helping them manage their careers and reap the reward. The reality is that staff who feel valued and invested in are more likely to stay with an organisation and be motivated to work harder.


“Managing human capital is a misnomer. Humans are ‘beings’. We want to be known and valued for who we are, and our aspirations and ambitions recognised and seen as important. It’s a missed opportunity for an employer not to attend to these needs and thereby reap the productivity gains that accrue from more motivated, loyal employees”

(Talent, Careers and Organisations, What Next? Corporate Research Forum)

The value an organisation can reap when investing in their staff:

Staff are more settled and less distracted as they have plans for their future

  • Organisations can plan their future if they know what their staff want and plan to do
  • Demographics
  • Succession planning
  • Recruitment
  • In house development of staff
  • An organisation planning what will happen with regards to its staff must be more cost effective
  • Fewer surprises
  • Less need for interim, agency or contract staff
  • Better ongoing communication between staff and employer
  • Staff more likely to say if they are looking for a new role
  • Organisation able to deliver a more structured handover if they know a member of staff 
is/wants to leave
  • Employers who cannot afford financial rewards/bonuses, can support the development and 
career management of staff, which can be a cost-effective reward process.

The ability to manage your career and future is a life skill, if organisations don’t invest in their staff to give them these skills, how can they then pass on these skills to the people who work for them and to the next generation who they might educate and/or influence.

There are many processes for managing careers and these can be integrated into a workplace environment, below is a cycle often used to develop process that works within different organisations, depending on what is needed and required by the organisation and their staff.

Often employees find it easier to have these conversations with someone external first.

“My volunteers felt better placed to plan an effective conversation with their manager once they’d been coached, which is a win-win for the organisation”

(T Delamare, An action research study on the barriers facing women developing their careers and how they can be supported using a coaching framework. MA Dissertation, Oxford Brookes University, 2016)

“Internally focused workplace development opportunities are likely to ensure that a particular employer realises investment in development for the organisation. Yet, the worker might not have the skills transferable to other organisations. This is in contrast with the premise of the type of ‘deal’ where enhancement of employability is the key value derived from the employment relationship by the worker. Instead, they may be receiving only the development that is relevant to their current employer, without the promise of job security.”

(CIPD – Attitudes to Employability and Talent, Sept 2016)

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The Value to Organisations of Offering Career Support to Staff
Isn’t Coaching the Same as Mentoring? http://www.pgae.com/ask/isnt-coaching-the-same-as-mentoring/ Wed, 05 Apr 2017 13:57:58 +0000 Mark Taylor http://www.pgae.com/?p=18603 "Downey’s Spectrum of Coaching Skills gives pause for thought as we consider whether one can be called a coach if learners are told what we would do..."]]>

Downey’s Spectrum of Coaching Skills gives pause for thought as we consider whether one can be called a coach if learners are told what we would do in their circumstances. The quick answer is that if you make a proposal then you are closer to mentoring or training.

Coaching is about using the appropriate questions to establish whether the learner can find their own solution to a need or problem. As Downey says, the most important distinction in the spectrum is between directive and non-directive coaching. It is dangerous to assume that when one is told something then one knows that something. This is too often not the case.

‘Occasionally, as part of a training programme to develop coaching skills, I take the participants onto the golf course. The purpose in this is to get them to deepen their non-directive coaching skills, the theory being that if they do not know the techniques involved in playing golf they cannot resort to instructions’.

Many golf coaches, professionals, teachers, trainers and facilitators, have come across similar situations; Downey puts it down to being ‘trapped in teaching’ and suggests that, ironically, we do not always consider that teaching might not have too much to do with learning.

The Nature and Role of Coaching

What is coaching?

  • The key which unlocks the potential to ultimate performance.
  • Facilitates SMART (Specific Measurable Achievable Realistic Time-bound) learning to set achievable goals.
  • Encouragement of self belief and positive internal interactions in order to realise potential and achieve goals.
  • A two-way process where an individual’s performance is improved through reflection on the task and analysed through conversation and questioning with their coach. Both agree on a plan of action, set SMART objectives and then act to achieve their goal. The coach monitors progress at agreed intervals and gives decisive feedback.
  • A recognised style of leadership.

What does a learning Coach Do?

A learning Coach:

  • Provides support, guidance, coaching and mentoring to learners to help them plan their own learning
  • Creates student ownership – allows student to identify their own learning strategies
  • Maximises progress in a variety of areas of intelligence, including emotional intelligence
  • Identifies goals
  • Develops action plans
  • Monitors, reflects and records progress.

Twelve Principles of Coaching

To provide opportunities for others to learn about their own performance, their limitations and their solutions, it is crucial that the coach creates an environment for learning. People see benefits from coaching in a place where it is safe to disclose information and share ideas that, perhaps, have never been disclosed before. Trust must be built, therefore the following principles apply:

  1. Non-judgmental
  2. Non-critical
  3. Believe that students have all the answers within them
  4. Adjust ‘big goals’ into achievable steps
  5. Hold a genuine willingness to learn from their students
  6. Respect confidentiality
  7. Build and maintain self-esteem
  8. Be positive
  9. Challenge students to move outside their comfort zone and habits
  10. Believe that there are always solutions to issues
  11. Attentive to recognising and pointing out strengths
  12. Believe that self-knowledge improves performance

Change of Thinking

To excel as a learning coach we may need to fundamentally change our thinking. A learning coach needs to drop their own agenda to resolve other people’s problems and develop a more open-minded approach, resisting the temptation to guide individuals towards solutions. Coaching is about a principled, trustworthy and honest approach to support people in finding their own solutions…learning coaches can but rarely advise.

Learning coaches grow the belief in students that if they think an issue, problem or concern through, then they will know the next step in resolving the situation; all they need to do is to take action and follow it, which will lead to improvement.

Do you:

  • Complete other people’s sentences in your head before they have finished? Move on in your mind to the solution that you would choose for the person?
  • Use closed questions to direct people?
  • Use leading questions to guide others to a specific solution that you have identified? Almost instantly believe that you know the answer they need?
  • Make up your mind on one way to resolve a problem or enhance performance and push that idea?
  • Become annoyed if your solutions for others are rejected?
  • Find that your ideas are not implemented and then the same individual returns with other problems for you to resolve?
  • Secretly acknowledge that you do not have the answers to all the problems of others?

If any or all of the above apply to you, then coaching could be a way of relieving frustrations, dissipating annoyance and taking the pressure off yourself to come up with the answer. Coaching will allow you to promote independent thinking in others. A key skill required of a teacher!

The fundamental rule in non-directive coaching is that we do not step ahead of the student and plan the path to a solution for them. The coach must silence their inner agenda to solve the problem ahead of the student. When coaches give advice or guidance they remove from the student any understanding of the process. If the student does not understand the process, then they return again for advice. Coach them, and they get the answers and the process to use next time.

Learning Coaches are curious..

Learning Coaches ask questions..

Learning Coaches support students to learn about their situation fully. Learning Coaches are more than problem-solvers, they encourage others to understand their perspective and amend their behaviours to allow optimum performance.

“Alfred Korzybski in 1933 explained the concept that ‘the map is not the territory’. In other words, what we experience of a situation is not necessarily how our student experiences it and vice versa” (Thomas, 2005, p.15).

“Only the student fully appreciates the complexity of their current situation”.

Time for Reflection!…

When did you last experience something that seemed very different for another person?

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Isn’t Coaching the Same as Mentoring?
PGA Professional Spotlight: Home From Home for Silcock at Gleneagles http://www.pgae.com/ask/pga-professional-spotlight-home-from-home-for-silcock-at-gleneagles/ Tue, 04 Apr 2017 15:41:07 +0000 Golf Management Europe http://www.pgae.com/?p=18535 Gary Silcock’s CV reads like a travelling golfer’s itinerary – and, like a golf tourist, he would argue he’s saved the best for last: Gleneagles.]]>

Gary Silcock’s CV reads like a travelling golfer’s itinerary – and, like a golf tourist, he would argue he’s saved the best for last: Gleneagles.

Coming up for two years in his job as director of golf for the world-renowned Perthshire resort, Silcock, 47, is able to reflect on a career which has already surpassed anything many of his contemporaries might achieve.

He is also in the enviable position of having two Ryder Cup venues on that aforementioned CV, though he wasn’t at either venue when they hosted the event.

Having qualified as a PGA pro in 1996 he secured his first position at the Home of Golf, St Andrews, working at the Old Course Hotel, Golf Resort & Spa, as a pro at the Duke’s Course. But he was always ambitious and, within a year, his head was turned by the offer of a head professional role in Portugal, at Parque da Floresta, where he was also golf operations manager.

He gained enormous experience during his five years on the Algarve, from designing and building a new golf academy to project managing the redevelopment of the golf course. That success made him a wanted man, particularly coveted by developers, and his next stop was India, at the Aamby Valley City gated resort, where he oversaw the pre-opening and then managed the floodlit course and PGA-branded academy.

His next port of call was a little closer to home, in Ireland, where, once again, he pre-opened a course: this time the PGA National Ireland at Palmerstown House. While undertaking a complete branding and development of the golf course and clubhouse, he also took on the responsibility of managing the sister property, the 36-hole Citywest Hotel, in Dublin.

In February 2006, he returned to the UK, as director of golf at four-time Ryder Cup venue The Belfry, where he stayed for almost seven years, before being lured to the sunshine at La Manga Club. There, as at The Belfry and in Ireland previously, he was responsible for three golf courses – plus two clubhouses and a Leadbetter Golf Academy.

Finally, he returned ‘home’ in March 2015 to the Gleneagles Hotel – again as director of golf, but this time in a position he readily admits is his ‘dream job’.

He explained: “When I went to The Belfry a lot of the reps, the people that I would chat with, they would ask me about my future; what did I want to do ultimately.

“And I would always say that my dream job was Gleneagles, so I’ve realised my dream. And Gleneagles is so big that I can still grow within it.”

For some, missing out on the 2014 Ryder Cup at Gleneagles might be a regret, but Silcock is phlegmatic about the timing of his appointment – and of that at The Belfry, where he was in a not dissimilar situation.

He smiled: “I’ve missed both of them – at Gleneagles and The Belfry. The Ryder Cup was held four times at The Belfry, and what we did there was we managed to keep that legacy going for a long time.

“The Belfry is very much a tour venue as well, as is Gleneagles. It’s very much up there and it needs to stay there.”

As if to reinforce that point, Silcock points towards the hosting of the inaugural European Golf Championships in 2018, an event which is backed by both the European Tour and the Ladies European Tour which will be played over the PGA Centenary Course.

“You’ve got the two man team, you’ve got the two lady team and then you’ve got the male and female four-person team. And then, obviously, we have the 2019 Solheim Cup.”

After 20 years in golf, Silcock remains as enthusiastic and hands-on as ever, busying himself in the day-to-day minutiae that less-committed managers might simply overlook.

He continued: “I am the director of golf, so I’m involved in every facet of golf, including having an input in the food and beverage operation.

“As with sales and marketing, I’m not managing it, I’m not controlling it, but I am an influence in that decision process. Although I have the title director of golf it’s more general management.”

And management, and in-particular the business of golf is on the increase since hosting the Ryder Cup, with both turnover and revenue on the up.

“Since I’ve been here, our membership has grown ten per cent last year, and about seven per cent this year.

“We’ve done that in a different way to everyone else, in as much as we haven’t increased our prices – we’ve invested in the project and made it better. We’ve made it better value and we’ve also created a lifestyle, so here you’ve got really nice members, not customers.”

Gleneagles’ PGA Academy and its three golf courses have seen enormous investment over the last few years – most recently the King’s course which underwent a maintenance programme last winter, including a project to line the bunkers and return the course to Braid’s original design vision.

“We’ve invested not only in the courses and the clubhouse, but in the golf team itself, and we have an ever-expanding team, including a new golf operations manager,” said Silcock.

The investment in golf facilities is just one element of an ongoing multi-million pound investment programme at the five-star hotel. In 2015, Ennismore – a London-based developer of unique properties and experiences – purchased Gleneagles from Diageo plc, and since then, it has been making substantial investment across the estate to enhance the guest experience.

“We’ve already established a world-class reputation for our golf facilities, but what actually sets us apart as a golfing venue is everything else,” said Silcock.

“It’s the culinary offering, the five-star hospitality, the luxury spa and accommodation, and the ‘glorious playground’ of leisure activities and country pursuits we have on the estate – like shooting, off-roading, archery, falconry, fishing – that our golfing visitors are awestruck by when they come.”

After leaving La Manga in 2014, an opportunity to return to his homeland presented itself, and having travelled to Portugal, Spain and India, one might imagine, for all that Gleneagles is his dream job, he might pine for the sunshine. But Silcock’s having none of it.

He smiled: “I actually love the weather here – it showcases golf in the way it was designed to be played – so it’s good to be home.”

With such an impressive CV, Silcock’s name has appeared on many a recruitment consultants short-list when fresh opportunities present themselves.

Yet, despite his considerable experience and knowledge, Silcock has always remained fairly grounded and respectful to each role he has held.

“When I worked at The Belfry, I was very fortunate. Every single top job that came up in the country I was interviewed for, and I went through the whole interview process with a lot of them.

“It was Gleneagles, though, that I always had on my radar; the career move I had always been waiting for.

“I still enjoy playing golf, so it’s my leisure activity and it’s my work; that means on Saturday and Sunday I will come up here with my son, but I’m at work – ultimately, I am a golf pro.

“I still tutor in business management with the PGA which I have done for the past 11 years, and I really enjoy passing on my knowledge and experience.”

Gleneagles may well be his dream job, but with the possibility of another 20 years employment ahead of him, it’s quite feasible to imagine a few more golfer’s bucket-list venues being added to Silcock’s golfing CV.

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PGA Professional Spotlight: Home From Home for Silcock at Gleneagles
6 Powerful Hacks to Increase Mental Toughness (No. 3 Is My Favourite) http://www.pgae.com/ask/6-powerful-hacks-to-increase-mental-toughness-no-3-is-my-favourite/ Thu, 02 Mar 2017 16:57:26 +0000 Inc.com http://www.pgae.com/?p=18307 Mental fortitude comes with the territory of being an entrepreneur. Here's how you enhance it.]]>

Mental fortitude comes with the territory of being an entrepreneur. Here’s how you enhance it.

Being mentally strong is one of those personal attributes that everyone could benefit from. Since we all encounter personal challenges and difficulties in our life, the ability to stay psychologically strong is invaluable. But is mental strength something we are just born with? Or can it be developed? Luckily, there are ways to enhance and amplify mental toughness. Here are six of the best.

1. Stay on target.

A major component of mental strength is the capacity to focus in on the pursuit of long-term goals. People who are mentally weak allow the minor hindrances of life to distract them from their objectives, which inevitably leads to underachievement. Surviving the inevitable setbacks and disappointments of life requires focusing on larger goals and plans.

2. Look at adversity as an opportunity.

Tough times aren’t necessarily a bad thing–in fact, they can often be a positive. That’s because you only really learn and grow through overcoming difficulties. The simple act of embracing a challenge can be a massive psychological step forward. Such a change in attitude can alter your whole outlook on life, helping to increase your mental fortitude.

3. Focus only on what you can control (my favorite).

Worry and fear are the enemies of mental stability and strength. While fear and worry may be impossible to totally avoid, many people bring trouble upon themselves by obsessing over things they cannot really control. For example, worrying about how a project will be received once it is submitted is pointless and accomplishes nothing. Focusing on whatever task is at hand–and letting the rest take care of itself–is simply smarter.

4. Develop resiliency.

No matter how much the perfectionists among us might wish otherwise, no individual can completely avoid setbacks and failure. In fact, what’s far more important than avoiding error is developing the mental strength required to bounce back quickly from a mistake. Learning how to get back on your feet, without spending any time malingering or feeling sorry for yourself, is essential. This is the entrepreneur’s armor.

5. Don’t spend too much time thinking about what other people think.

While everyone should be able to accept constructive criticism and other kinds of helpful input, there’s a definite limit to how much attention should be paid to the opinions of others. Ultimately, other people are responsible for their opinions, not you–and there is no point in dwelling on something that isn’t your responsibility.

6.Strive to be emotionally even-keeled.

Getting either too high or too low emotionally is almost always a barrier to true mental strength, something I’m especially guilty of. However, being out of control emotionally makes it impossible to proceed forward in a rational, constructive way. Those who experience excessive emotional turbulence have a hard time dealing with life’s problems. That’s why the ability to keep control of powerful, disruptive feelings is such a crucial aspect of mental discipline.

Whether it’s in sports, career, or another of life’s competitive arenas, mental strength is often more important to success than natural ability. Fortunately, psychological strength is not an innate talent but rather a trait that can be acquired. With the recommendations above, almost everyone should be able to enhance their mental strength.


Tom Popomaronis is a serial entrepreneur, an e-commerce expert, and a proud Baltimore native. He has been recognized for technology and startup leadership by Fast Company, Entrepreneur, The Washington Post, and Forbes. Tom was also named “40 under 40” by the Baltimore Business Journal in 2014.

@tpopomaronis

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6 Powerful Hacks to Increase Mental Toughness (No. 3 Is My Favourite)
6 Ways to Develop a More Positive Work Culture http://www.pgae.com/ask/6-ways-to-develop-a-more-positive-work-culture-in-2015/ Mon, 19 Dec 2016 09:36:57 +0000 Inc.com http://www.pgae.com/?p=10861 Cultivating a happy and healthy work environment is vital to the success of any business--and even more important is developing a sense of community.]]>

Jeremy Goldman is the founder and CEO of Firebrand Group, which counts Consumer Reports, L’Oréal, and Unilever among its clientele. He is the author of Going Social: Excite Customers, Generate Buzz, and Energize Your Brand With the Power of Social Media, the 2013 award winner that teaches brands large and small how to use social media for business success.

Goldman has been featured in The Wall Street Journal, BBC, Mashable, The Next Web, SmartMoney, Workforce.com, ReadWriteWeb, The Star-Ledger, ClickZ, and InformationWeek. Business Insider calls him one of the 25 Most Influential Ad Execs on Twitter.

@jeremarketer


A lifelong entrepreneur shares his secrets to building a more productive work environment.

Cultivating a happy and healthy work environment is vital to the success of any business–and even more important is developing a sense of community. With the dawn of a new year, it’s a terrific opportunity to look at your corporate culture and see where you might be able to improve it.

Here are six ways to develop and maintain a more positive corporate culture in 2015.

1. Establish Trust

A sense of trust is vital to all personal and professional relationships. The best way to build trust is through active listening and open communication. If you are willing to let your guard down and demonstrate that you can truly listen, chances are that others will reciprocate.

“When it comes to establishing positive relationships with your coworkers, the most important thing is to get to know them first as individuals,” says Dorie Clark, author of Reinventing You. “No one likes to be treated ‘instrumentally’–as someone whose only value is in what they can do for you. Instead, ask and learn about their hobbies, families, and backgrounds.” Take the New Year as an opportunity to create deeper, more productive relationships with your work team.

2. Foster Mutual Respect

It’s important that you respect your colleagues’ input and ideas and that they respect yours. When you lose respect for your marketing director, you’ll be less likely to go to her for help, even when it’s an area in which she excels. Furthermore, she’ll be less likely to come to you when she would benefit from your expertise. As a result, less collaboration occurs, and departments become siloed.

When employees feel like you’re respectful and supportive, and that their efforts won’t be undermined by others’ jealousy or fragile egos, their interactions tend to be positive and to create a virtuous, more productive cycle.

3. Take Responsibility for Your Actions

In a work dispute, do you often feel that you’re 100 percent correct, and that the other party is 100 percent wrong? If so, it might be time to take a closer look at how you operate professionally. After all, it’s pretty difficult for one party to be entirely at fault. Even if you’re only mildly at fault and think the other person should shoulder most of the responsibility, admitting that you’re imperfect and could be partially to blame can help the other individual(s) be less defensive.

Rather than pointing a finger at a co-worker, in 2015, acknowledge your part and then communicate your message in a clear, nonjudgmental way.

4. Show Appreciation

What do your boss, colleagues, and office janitor have in common? All of them want to feel appreciated. So, when someone does something well, offer a genuine compliment to show your gratitude. This not only leads to stronger relationships, but also encourages everyone to continue working productively. People are wired to respond to incentives. While financial rewards are a well-known incentive, appreciation is a rather underrated one.

5. Stomp Out Bullying

Speaking personally: I left one job because of an awful bully. Since then, I’ve had pretty consistent success in my career, which has included working for my former employer’s direct competitors. Meanwhile, my former employer went through multiple hires trying to replace me. Add up all those hiring and training costs, and you can quickly see how bullying costs companies real money. It leads to high turnover, decreased innovation–with the bully focused on bullying and the one being bullied afraid to be vocal in the organization–and a harder time hiring highly-qualified professionals, as word gets out about your firm’s toxic culture.

In 2015, make it a point to not only avoid bullying at all costs, but call out bullying by others as unacceptable.

6. Maintain a Positive Attitude

Nobody wants to be around a Debbie Downer. Regardless of what’s going on in your personal life, it’s important to at least to try to leave it behind when you step into the office. You don’t want people to misinterpret any bad vibes you bring in from the outside, or have your co-workers think your scowl is directed at them. If you walk into the office with a happy greeting in the morning, that upbeat energy will naturally spread to those around you and create a more enjoyable work atmosphere. Try to high five someone today for a job well done; it’s contagious.

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6 Ways to Develop a More Positive Work Culture
How to Identify & Demonstrate Your Skills http://www.pgae.com/ask/how-to-identify-demonstrate-your-skills/ Mon, 14 Nov 2016 22:44:51 +0000 Coaching4Careers http://www.pgae.com/?p=10357 Your CV is not the place to be modest! It is usually the initial and is sometimes the only opportunity you have to create a positive impression and will be the]]>

Your CV is not the place to be modest! It is usually the initial and is sometimes the only opportunity you have to create a positive impression and will be the thing that gets you an interview – or not.

The trick is to establish a strong sense of what you have to offer without being boastful and making grand, empty claims. The way to achieve your goal of impressing employers and making them want to meet you is to back up your claims with hard evidence. Don’t just say you are good at something; provide examples to show you are.

Therefore, the most effective CVs are those that have a strong Skills evidence. Past experience and application of skills is a good indicator for employers of your potential abilities and actions. This focuses attention on what you can do, have done and are likely to do.

It is a good idea to back up your claim that you possess excellent skills in, for example, communication by giving specific examples of the particular form of communication you have used, where (context) and why (for what purpose and for whom). Try to start each bulleted point with a verb to emphasise real life experience. Follow with an example from work, study or extra-curricular activities. For example:

Skills

Communication

  • Presented reports to tutorial group of 20 about research findings in Economics
  • Wrote articles for university magazine about mountain-walking club activities
  • Liaised with customers of various backgrounds at Tesco’s Supermarket as part-time cashier for 3 years

Teamwork

  • Co-operatively planned work schedules with four staff at JJB Sports
  • Negotiated with colleagues regarding task allocation for major projects at university
  • Played an active role in attaining customer service goals at Tesco’s

What skills do you have?

If you are really not sure, as opposed to being modest, perhaps you could ask friends, family and colleagues or speak to a careers coach . A personal skills audit might suggest the following. Note sub-sections of the major skill areas and use them as a guide to the bullet points you could include.

Communication

  • Presenting information and ideas in written form
  • Editing
  • Giving and receiving feedback
  • Explaining
  • Active listening and asking clarifying questions
  • Expressing ideas, feelings and opinions
  • Speaking fluently and accurately
  • Foreign language competence
  • Persuading and influencing
  • Negotiating
  • Non-verbal communication

Flexibility

  • Attitude to new tasks
  • Readiness to change
  • Enthusiasm
  • Ability to transfer skills
  • Commitment to ongoing improvement
  • Desire to learn new skills
  • Acceptance of constructive criticism

Teamwork

  • Ability to work co-operatively
  • Delegating skills
  • Constructive confrontation and resolution
  • Empathising
  • Recognising and valuing difference

Resilience

  • Coping with uncertainty
  • Dealing with difficult people
  • Ability to work under pressure
  • Ability to set and achieve goals

Assertiveness

  • Decision making Problem solving
  • Independence
  • Leadership
  • Level of ambition
  • Inclination to initiate ideas and plans

Entrepreneurship

  • Self-promotion
  • Ability to create opportunities
  • Networking skills
  • Customer focus Business acumen

Some of these sub-headings could be major skills themselves, such as Negotiating and Leadership. Some elements may fit under more than one skill. You will have to make choices about how best to use your material. Be guided by the Key Selection Criteria for specific jobs as your aim is to show how your skills fit with the employer’s needs.

When describing your skills, it is possible to ‘value-add’ by making reference to aspects of your experience and your personal qualities, interests and values. This can provide a lot of information about you in a very brief and concise way. For example, ‘Wrote articles for magazines about mountain-walking club activities’ informs readers about your interest, skill and success in writing as well as your active, healthy and sociable lifestyle. These are highly valued traits in the workplace and they have been communicated efficiently and effectively.

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How to Identify & Demonstrate Your Skills
A Better Way to Coach Employees http://www.pgae.com/ask/better-way-to-coach-employees/ Tue, 01 Nov 2016 08:25:35 +0000 Inc.com http://www.pgae.com/?p=9135 Coaching is the process of preparing your employees to succeed. Good coaches can create the mental resources, emotional resilience, business skills, and more.]]>

GEOFFREY JAMES did a lot of business stuff and wrote a slew of articles and books. Now he writes this column. Preorder his new book, Business Without the Bullsh*tby May 12 and get an exclusive bonus chapter and a signed bookplate.

@Sales_Source


Coaching is more than just giving advice. Use this process to help your team members hone their own behaviour.

Coaching is the process of preparing your employees to succeed.  Good coaches can create the mental resources, emotional resilience, business skills, and career development that employees need to achieve their goals.

Unfortunately, while coaching is a well-established part of the sports world, it’s a neglected art in the world of business. Much of the time, coaching is relegated to a five-minute conversation at the end of a yearly performance review.

There’s a better way to handle business coaching. Try this five-step process, based on a conversation with Linda Richardson, founder of the huge sales training firm Richardson:

1. Ask for a self-assessment.

Ask the employee’s opinion of a recent event (e.g. meeting, interaction, project) in which the employee was involved.  Don’t accept a pat response like, “Uh, it went fine.”  Instead, ask additional questions that help lead employee to discover both the strengths and weaknesses of the employee’s performance. If the employee says something like “You’re the manager, what do you think?” respond with, “I want you think this through, then I’ll give my ideas.”

2. Give balanced feedback.

Start with honest praise for the employee’s strengths and your perspective on how those strengths were an asset during the event in question. Then identify one or two key areas where you feel improvement would have helped the employee’s performance. You’re not providing advice, just identifying areas. It’s important to limit the discussion to one or two areas, by the way – more than that and you’ll be “flooding the engine.”

3. Check for agreement.

Resolve any differences between your understanding of the event and the employee’s perception of the event.  Gain agreement on the area where there was a gap between the employee’s performance and how the employee would have liked to have handled the event.  It’s crucial to come to agreement at this point, because otherwise the subsequent steps will be off-kilter.

4. Identify the obstacle.

Ask the employee to identify the obstacle that he or she feels is keeping him or her from better performance.  Ask what he or she suggests to remove the obstacle, and what might be done to address that aspect.  Then provide your perspective on the obstacle and your ideas to address that obstacle. Decide together what needs to be done in order to improve the performance.

5. Set the next step.

For each obstacle that’s identified, establish an action step with a time frame for follow-

up.  Provide positive input and express confidence in the employee’s ability to succeed.  Then revisit the issue at the agreed-upon time.

According to Linda, this coaching method works for several reasons:

  • It reduces the amount of time that the manager must spend coaching.  Because the coaching process addresses only one or two of the most important skill areas, a typical coaching session need take no more than 15 minutes.
  • It encourages the employee to become more independent, because the employee gradually learns the self-assessment technique and is more likely to buy into the solution.
  • It puts the action items in the hands of the employee, leading your worker to become more independent and more likely to internalize the training into daily habits.
  • It strengthens the relationship between the manager and the employee through mutual success, and builds rapport throughout the entire process.
  • It provides a structure that’s easily followed and can apply to virtually any business situation or problem.
  • It is not confrontational, thereby making it much easier for the manager and employee to participate in the process.
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A Better Way to Coach Employees
How to Be a Better Coach, According to Neuroscience http://www.pgae.com/ask/how-to-be-a-better-coach-according-to-neuroscience/ Wed, 26 Oct 2016 05:45:19 +0000 Inc.com http://www.pgae.com/?p=9951 A new study finds that great coaches don't focus on finding and fixing their team's weaknesses. They do this instead...]]>

Jessica Stillman is a freelance writer based in Cyprus with interests in unconventional career paths, generational differences, and the future of work. She has blogged for CBS MoneyWatch, GigaOM, and Brazen Careerist.

@EntryLevelRebel


A new study finds that great coaches don’t focus on finding and fixing their team’s weaknesses. They do this instead.

Sure, running a business is about maximizing the bottom line, but few entrepreneurs care only about the dollars and cents.  For most, going into work every day is also about making the world a slightly better place and helping your team get better at what they do.

In other words, most business owners aspire to be not just managers but coaches.

How do you learn to be a great coach?

Thinking back to your Little League days or star turn on the girls’ volleyball team in high school may give you some inspiration.  Didn’t the coach point out your weaknesses and provide guidance on how to get better?  Your memory doesn’t fail you–traditionally, coaching has largely been about identifying areas in need of improvement and supporting folks as they work towards better performance.  But according to the latest science, there’s actually a better approach.

Positive vs. Negative

A new study, published in Social Neuroscience, used brain sans to test two different approaches to coaching on a group of undergraduates.  The first approach mirrored traditional coaching, asking students to identify areas in which they might be struggling at school and think about ways to improve.  Coaches asked questions such as: “What challenges have you encountered or do you expect to encounter in your experience here?” and “How are you doing with your courses?”

In contrast to this negative approach, the second group of coaches focused on possibilities and positives, asking the students about their aspirations and urging them to visualize their future goals.  They asked questions such as, “If everything worked out ideally in your life, what would you be doing in 10 years?”  The student volunteers were then run through a functional MRI to examine how their brains responded to the two techniques.

The different types of coaching lit up different areas of the brain, the scientists found, with the positive approach stimulating areas involved in:

  • Visual processing, which come online when we imagine future events
  • Global processing, or the ability to see the big picture
  • Feelings of empathy and emotional safety
  • The motivation to proactively pursue big goals rather than simply react to loss or fear

The Takeaway

If you want people to dream big and actually have a shot at reaching their lofty ambitions, the list above would be a pretty good place to start, right?  The researchers thought so too.

“These differences in brain activity led the researchers to conclude that positive coaching effectively activates important neural circuits and stress-reduction systems in the body by encouraging mentees to envision a desired future for themselves,” UC Berkeley’s Greater Good Science Center reports in their write up of the research.

More research needs to be done, and the encouraging effects of a positive coaching style doesn’t necessarily mean there’s no place for the more traditional find-the-problem-and-fix-it approach, but the results should give business owners a nudge towards a positive coaching style.  Why not try spurring your team to dream big, set ambitious goals, and nurture their strengths?

How do you approach coaching your team?

Image designed by Freepik
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How to Be a Better Coach, According to Neuroscience
How to Get Your Employees to Think Strategically http://www.pgae.com/ask/how-to-get-your-employees-to-think-strategically/ Tue, 25 Oct 2016 19:21:41 +0000 Inc.com http://www.pgae.com/?p=9151 Studies show that strategic thinking is the most important element of leadership. But how do you instill the trait in others at your company?]]>

Will Yakowicz is a reporter at Inc. magazine. He has covered business, crime, and politics at Patch.com, and his work has been published in Tablet Magazine and The Brooklyn Paper. He lives in Brooklyn, New York.

@WillYakowicz


Studies show that strategic thinking is the most important element of leadership. But how do you instill the trait in others at your company?

What leadership skill do your employees, colleagues, and peers view as the most important for you to have? According Robert Kabacoff, the vice president of research at Management Research Group, a company that creates business assessment toolsit’s the ability to plan strategically.

He has research to back it up: In the Harvard Business Review, he cites a 2013 study by his company in which 97 percent of a group of 10,000 senior executives said strategic thinking is the most critical leadership skill for an organization’s success. In another study, he writes, 60,000 managers and executives in more than 140 countries rated a strategic approach to leadership as more effective than other attributes including innovation, persuasion, communication, and results orientation.

But what’s so great about strategic thinking? Kabacoff says that as a skill, it’s all about being able to see, predict, and plan ahead: “Strategic leaders take a broad, long-range approach to problem-solving and decision-making that involves objective analysis, thinking ahead, and planning.

That means being able to think in multiple time frames, identifying what they are trying to accomplish over time and what has to happen now, in six months, in a year, in three years, to get there,” he writes. “It also means thinking systemically. That is, identifying the impact of their decisions on various segments of the organization–including internal departments, personnel, suppliers, and customers.”

As a leader, you also need to pass strategic thinking to your employees, Kabacoff says. He suggests instilling the skill in your best managers first, and they will help pass it along to other natural leaders within your company’s ranks. Below, read his five tips for how to carry out this process.

Dish Out Information

Kabacoff says that you need to encourage managers to set aside time to thinking strategically until it becomes part of their job. He suggests you provide them with information on your company’s market, industry, customers, competitors, and emerging technologies. “One of the key prerequisites of strategic leadership is having relevant and broad business information that helps leaders elevate their thinking beyond the day-to-day,” he writes.

Create a Mentor Program

Every manager in your company should have a mentor. “One of the most effective ways to develop your strategic skills is to be mentored by someone who is highly strategic,” Kabacoff says. “The ideal mentor is someone who is widely known for his/her ability to keep people focused on strategic objectives and the impact of their actions.”

Create a Philosophy

As the leader, you need to communicate a well-articulated philosophy, a mission statement, and achievable goals throughout your company. “Individuals and groups need to understand the broader organisational strategy in order to stay focused and incorporate it into their own plans and strategies,” Kabacoff writes.

Reward Thinking, Not Reaction

Whenever possible, try to promote foresight and long-term thinking. Kabacoff says you should reward your managers for the “evidence of thinking, not just reacting,” and for “being able to quickly generate several solutions to a given problem and identifying the solution with the greatest long-term benefit for the organisation.”

Ask “Why” and “When”

Kabacoff says you need to promote a “future perspective” in your company. If a manager suggests a course of action, you need to him or her ask two questions: First, what underlying strategic goal does this action serve, and why? And second, what kind of impact will this have on internal and external stakeholders? “Consistently asking these two questions whenever action is considered will go a long way towards developing strategic leaders,” he writes.

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How to Get Your Employees to Think Strategically
Managing Multicultural Teams http://www.pgae.com/ask/managing-multicultural-teams/ Fri, 16 Sep 2016 07:02:25 +0000 Coaching4Careers http://www.pgae.com/?p=11030 It's a small world, or is it? For all the talk of globalisation and the homogenisation of cultures, we still have our own, unique ways of working & conversing.]]>

It’s a small world, or is it? For all the talk of globalisation and the homogenisation of cultures, we still have our own, unique ways of working and conversing with each other.

Language barriers aside, communication styles and social hierarchies can differ greatly between cultures and regions. As organisations expand and remote working becomes common practice, these are just some of the many challenges facing managers overseeing teams comprising multiple nationalities and backgrounds.

While a certain degree of inter-cultural understanding comes down to the life experience of the individual themselves, multicultural leadership is a skill that can be learnt and honed like any other. Here’s how to begin:

1. Know your own style…

As the manager you are the cultural bridge between all those working under you, so you need to have a clear understanding of your own leadership style before you can attempt to synthesise those of others. Are you someone who prefers a direct or indirect form of communication? Do you believe in strict hierarchies or a flat structure? These are all things you first need to have clear in your own mind.

2. …then learn those of others

The next step is to invest time in understanding the different cultural sensitivities and expectations of your team. Don’t rely on pre-conceptions. While it’s easy to assume there will be a strict Western, non-Western demarcation between employees in terms of cultural practices, often the differences are far more nuanced and will depend on the individuals themselves.

3. Find common ground…

While a ‘one size fits all’ approach is unlikely to suit all contexts, it may be useful to establish a common set of standards for communication and working together, which can help to avoid confusion and mixed messaging. This should be drawn from each of the different nationalities and cultures represented in the team so as not to alienate any one individual or group.

4. …but be willing to adapt

Flexibility will still be key, however; you can’t expect to fully homogenise a wide range of different working styles and traditions within a short space of time. Employees will need to be willing to compromise and adapt to others; while encouraging a flexible, fluid work environment will make it easier to deal with issues and challenges as they arise.

Fostering cross-cultural working is one of the more challenging demands placed on modern day managers. However, with some careful planning and forethought multicultural working needn’t be a significant barrier to success.


This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Harvard Business Review; LinkedIn; Internations

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Managing Multicultural Teams
The Four Stages of Team Development http://www.pgae.com/ask/the-four-stages-of-team-development/ Fri, 09 Sep 2016 13:49:57 +0000 Coaching4Careers http://www.pgae.com/?p=16613 The initial stages of team development may feel like something of a white-knuckle ride of ups and downs...]]>

When you first start a new job becoming part of a team can be intimidating, but more often than not you’ll be joining a team that’s already performing quite well. However, in some lines of work new project teams are formed frequently, and that can be tricky because for a group of strangers to become a strong, united team, with a common goal there must be commitment from all members.

Sometimes it’s easier to commit to something if you understand the way it can evolve. The initial stages of team development may feel like something of a white-knuckle ride of ups and downs, but recognising those stages may help you to feel more relaxed about the more challenging times, particularly when you’re the newbie.

So here are the four stages of team development according to educational psychologist professor, Bruce Tuckman:

1. Forming

The initial “Forming” stage is when you first meet each other and you’re all rather polite, but positive, maybe excited and a little anxious about the task ahead.

2 Storming and 3. Norming

Then reality sets in and you may start to argue, with some people trying to assert their authority. This is called “Storming”. Everything may stabilise again as a hierarchy is established and accepted; the team starts socialising more and gets to know each other better. This is called “Norming.”

Just as you think you’re all settled and loving your new team some of you might start to feel stressed and overwhelmed by how much there is to do or feel uncomfortable with the approach being used so the team lapses back into a period of “Storming” again.

Gradually, though, working practices are established and through mutual respect, people being happy to ask for help and more constructive criticism being given, you all begin to develop a comfort with your tasks and a stronger commitment towards the goal. And you’re back… in the “Norming” stage.

“Storming” shakes things up a bit and prevents the complacency often associated with “Norming”, but too much “Storming” may indicate irreconcilable differences.

In most cases, however, this pattern of “Storming” instability and then “Norming” stability repeats several times as new tasks come up or new people join the team, and eventually the cycle dies out.

4. Performing

The final “Performing” stage comes when your team is supported by the structures and processes that have been set up, individuals can join or leave the team without affecting the “Performing” culture and your team’s hard work leads directly towards the shared vision of your goal.

So remember that when you hit a bumpy patch with your new team, there’s no need to worry – you’re probably just “Storming” in order to become a team that “Performs” effortlessly as a unit.

Vector Image Designed by Freepik

This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Bruce Tuckman; Abintegro.com

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The Four Stages of Team Development
The Impact of Your Voice http://www.pgae.com/ask/the-impact-of-your-voice/ Thu, 25 Aug 2016 12:30:23 +0000 Coaching4Careers http://www.pgae.com/?p=16400 What are the three key elements to think about when speaking? Volume, Speed, Pitch and tone...]]>

Most articles about improving the way presentations are delivered focus on body language and content. Body language accounts for an amazing 55% of the impact you have when talking or presenting to people; what you say or show, only 7%. The remaining 38% of your impact comes from the way you speak.

If you are heading to an assessment centre, doing a presentation may be one of the tasks on the table, or if you’re about to start a new job – congratulations by the way – presenting is a key skill that you will probably be required to use in some capacity throughout your career. So it’s worth focussing on this rarely considered aspect of presentation skills.

The three things you should consider when thinking about the way you speak are:

  • Volume
  • Speed
  • Pitch and tone

1. Your volume

You need to make sure you’re speaking loudly enough for everyone in the room to hear. There’s nothing more irritating for an audience than a mumbler. A microphone may do this job for you, but if you don’t have one simply ask: “can everyone hear me ok?” Look around the room and make eye contact with as many people as you can as you ask.

Do this confidently and with a smile to boost your own confidence and engage with your audience. It’s important to get the volume right at the beginning so you won’t get distracted or interrupted once your presentation is flowing and it gives you a chance to hear your own voice before you really get going.

When you want to add emphasis to a given point it’s a good idea to increase your volume slightly, while making eye contact with various people around the room.

2. Your speed

Never speak too quickly. It shows you are nervous; it will mean you are more likely to make mistakes and it is less likely the audience will understand what you are saying.

It’s always faster to other people’s ears than it is in your head – so think ‘slow’. Pause just before you’re about to make an important or complicated point and just after to give your audience time to engage with and digest what you’re saying.

3. Your pitch and tone

Avoid a monotone voice at all costs. People lose interest very quickly without a song in their ears. Varying the pitch and tone keeps people’s brains engaged.

Reading from a script increases your chances of presenting in a monotone. So try to do your presentation from notes, rather than a script. If you have to read it, practice varying your pitch in an exaggerated way as if you’re reading a scary or exciting child’s story. Don’t deliver your presentation like that, however, just get used to hearing that range in your voice.

Using either genuine or rhetorical questions will help keep the flow of your speech varied, which will keep the audience engaged.

Enunciate clearly and don’t mumble into your notes.

Regardless of how nervous or self-conscious you may feel speaking in public if you can think ‘confident’ and match your body language and voice accordingly no one will ever know, and you will have an engaged and attentive audience.

Never forget how important your voice is – practice out loud, playing with volume, pitch, speed and tone, and record yourself to look for the areas in which you can improve.


This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: Abintegro.com

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The Impact of Your Voice
The Perfect Recipe for Charisma http://www.pgae.com/ask/the-perfect-recipe-for-charisma/ Sun, 26 Jun 2016 08:38:34 +0000 Coaching4Careers http://www.pgae.com/?p=11504 While charm school owners will disagree, there's no standard recipe for charisma. Some would even argue it's an open-and shut case of 'you either have it or you]]>

While charm school owners will disagree, there’s no standard recipe for charisma. Some would even argue it’s an open-and shut case of ‘you either have it or you don’t’.

Nevertheless, there’s a growing belief that having charisma means possessing a healthy balance of external qualities – including showing an interest in other people – to complement positive internal traits, such as self-confidence. While people might disagree on the exact ingredients needed for a charismatic persona, a fairly tasty recipe might look like this:

Ingredients:

C – Confidence

This is clearly one of the most important ingredients in charisma. You need to be confident enough to communicate with people in a variety of situations and social settings. However, there’s an important difference between confidence and boastfulness or arrogance.

H – Happiness

Happiness, as we know, is contagious. Research suggests that oxytocin (also known as the love hormone) goes hand in hand with charisma: the happier you feel, the more people are likely to gravitate towards you and take on board your views.

A – Assertiveness

A close friend of confidence, being assertive means being able to influence and encourage those in the same room, subtly bringing them round to your way of thinking in a way that’s non-confrontational.

R – Regard (for others)

Charismatic people are genuinely interested in what others have to say, not just the sound of their own voice. This means using your ‘active listening’ skills to really engage with your conversation partner and take on board what they’re saying.

M – (e)Motion

A high level of emotional intelligence goes hand-in-hand with charisma. You need to be aware of your own emotions (including knowing those you should be displaying and those you shouldn’t) as well as being aware of, and empathetic to those of others.

Article-Header-Images_Coaching4Careers_Charisma_02

Method:

Putting all these qualities into the mixing bowl at the same time may be harder than it looks, however: too much of one ingredient and the balance tips too much towards either internal or external character traits. Like most things in life, it all comes down to self-awareness, experience…and practice. Perhaps it’s worth giving that charm school a call, after all.


This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: The Telegraph; Mind Tools; Skills You Need

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The Perfect Recipe for Charisma
The Presentation Equation: Cost=(A×L)+V+E+P+W http://www.pgae.com/ask/the-presentation-equation/ Thu, 09 Jun 2016 07:00:16 +0000 Coaching4Careers http://www.pgae.com/?p=11286 If a presentation is a merely a mechanism to pass information from speaker to listener, it must be one of the most expensive, inefficient and unreliable ways of]]>

Piero Vitelli is a freelance presenter, trainer, facilitator, coach and consultant with over twenty years’ experience.  Since 1995 he has provided unique and memorable solutions to development needs in the personal, interpersonal and team settings through innovative and interactive lectures, workshops, training courses and experiences.  Find out more at www.island41.com.


If a presentation is a merely a mechanism to pass information from speaker to listener, it must be one of the most expensive, inefficient and unreliable ways of doing so as the above equation for its cost illustrates.

A is the number of people in the audience, L is the length of time the presentation takes, V is the cost of the venue and E is any equipment needed. P is the amount of work it takes to prepare the presentation in the first place and W refers to the work that the entire audience aren’t doing while they listen to it.

If we accept this equation, a presentation has to be so much more than a transfer mechanism to justify such a cost; it has to be outstanding and too few are.

A Rock and a Hard Place

Standing up and speaking is something we all find normal when done with family or friends, at home or in a social setting. When done from a podium in front of an audience of tens, hundreds or even thousands, it feels completely different, yet the physical mechanics and intellectual thought processes required are just the same.

As presenters, we are caught between a rock and a hard place. The rock is the unavoidable truth that an audience requires us to match, if not exceed, their expectations. The hard place is Abraham Maslow’s assertion that our safety is more important than any sense of achievement. It can often feel like a vice-like grip, and to not just survive, but thrive in it is to dance in the line of fire.

A presentation must first be created and then rehearsed before it can be delivered, and quite often people avoid or omit the rehearsal stage preferring to rewrite and edit their presentation right up until the last minute.

For this reason most finished presentations are in fact first or second readings, which look, feel and are quite different to a polished performance. In this respect, presenting and playing golf are exactly alike; the amateur practices until they get it right, and the professional practices until they cannot get it wrong.

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Effective presenters don’t merely speak; they engage

To present is to stand in front of people and speak. By definition it is an unnatural place to be, it feels awkward and lends credibility to this quote by George Jessel; “The human brain starts working from the moment you are born and never stops working until you stand up and speak in public.”

The easiest and most natural way to resolve this dilemma is to remember to do something, and the key to discovering what to do is to remember that what you do and how you do it are not the same. Good nurses don’t simply nurse; they care, support and reassure. Great golfers don’t just hit a ball; they align their body and swing with the intended direction, ensure the ball impacts the ‘sweet spot’ of the club face and drive the club with precision and consistency.

Effective presenters don’t merely speak; they engage, they inspire and they persuade. In all these three examples, the technical skills are so practiced, refined and honed as to be automatic, leaving the conscious mind as free as possible to react fully to all the vagaries of the present moment like a blood clot, sudden crosswind or interruption.

“To engage and hold an audience is also a physical activity…”

Presenting is not just an intellectual pursuit. To engage and hold an audience is also a physical activity and the purpose is to invite them on an emotional journey towards your objective. Not for nothing do politicians speak of winning hearts and minds, and all three must be present and congruent to deliver a great performance.

Because the external architecture of presenting so closely resembles the activity of one person talking to another, it is hard to articulate the merits of one presentation over another, and this leaves the critical appraisal of what makes a poor performance almost purely subjective. This is so because all the essential ingredients of an outstanding presentation such as authenticity, passion, relationship and purpose are far easier to judge by their absence rather than their presence.

In conclusion, I would suggest that two undeniable truths of presenting are that it is a choice and a commitment rather than a skill, and like every great golfer, you won’t become a champion unless you practise.

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The Presentation Equation: Cost=(A×L)+V+E+P+W
8 Ways Smart People Use Failure to Their Advantage http://www.pgae.com/ask/8-ways-smart-people-use-failure-to-their-advantage/ Fri, 03 Jun 2016 10:01:16 +0000 Inc.com http://www.pgae.com/?p=15639 Failure is an inevitable part of life, but smart people know how to make it work for them...]]>

Dr. Travis Bradberry is the award-winning co-author of the No. 1 best-selling book Emotional Intelligence 2.0, and co-founder of TalentSmart, the world’s leading provider of emotional intelligence tests and training,… Full bio

@talentsmarteq


Failure is an inevitable part of life, but smart people know how to make it work for them.

One of the biggest roadblocks to success is the fear of failure. Fear of failure is worse than failure itself because it condemns you to a life of unrealized potential.

A successful response to failure is all in your approach. In a study recently published in the Journal of Experimental Social Psychology, researchers found that success in the face of failure comes from focusing on results (what you hope to achieve), rather than trying not to fail. While it’s tempting to try and avoid failure, people who do this fail far more often than those who optimistically focus on their goals.

“Success is stumbling from failure to failure with no loss of enthusiasm.” Winston Churchill

This sounds rather easy and intuitive, but it’s very hard to do when the consequences of failure are severe. The researchers also found that positive feedback increased people’s chances of success because it fueled the same optimism you experience when focusing solely on your goals.

The people who make history–true innovators–take things a step further and see failure as a mere stepping stone to success. Thomas Edison is a great example. It took him 1,000 tries to develop a light bulb that actually worked. When someone asked him how it felt to fail 1,000 times, he said, “I didn’t fail 1,000 times. The light bulb was an invention with 1,000 steps.

That attitude is what separates the successes from the failures. Thomas Edison isn’t the only one. J. K. Rowling’s manuscript for Harry Potter was only accepted after 12 publishers denied it, and even then she was only paid a nominal advance. Oprah Winfrey lost her job as a Baltimore news anchor for becoming too emotionally involved in her stories, a quality that became her trademark. Henry Ford lost his financial backers twice before he was able to produce a workable prototype of an automobile. The list goes on and on.

“If you think you can do a thing or think you can’t do a thing, you’re right.” Henry Ford

So, what separates the people who let their failures derail them from those who use failure to their advantage? Some of it comes down to what you do, and the rest comes down to what you think.

The actions you take in the face of failure are critical to your ability to recover from it, and they have huge implications for how others view you and your mistakes. There are five actions you must take when you fail that will enable you to succeed in the future and allow others to see you positively in spite of your failure.

1. Break the bad news yourself.

If you’ve made a mistake, don’t cross your fingers and hope no one will notice, because someone is going to–it’s inevitable. When someone else points out your failure, that one failure turns into two. If you stay quiet, people are going to wonder why you didn’t say something, and they’re likely to attribute this to either cowardice or ignorance.

2. Offer an explanation, but don’t make excuses.

Owning your mistakes can actually enhance your image. It shows confidence, accountability, and integrity. Just be sure to stick to the facts. “We lost the account because I missed the deadline” is a reason. “We lost the account because my dog was sick all weekend and that made me miss the deadline” is an excuse.

3. Have a plan for fixing things.

Owning up to a mistake is one thing, but you can’t end it there. What you do next is critical. Instead of standing there, waiting for someone else to clean up your mess, offer your own solutions. It’s even better if you can tell your boss (or whomever) the specific steps you’ve already taken to get things back on track.

4. Have a plan for prevention.

In addition to having a plan for fixing things, you should also have a plan for how you’ll avoid making the same mistake in the future. That’s the best way to reassure people that good things will come out of your failure.

5. Get back on the horse.

It’s important that you don’t let failure make you timid. That’s a mindset that sucks you in and handicaps you every time you slip up. Take enough time to absorb the lessons of your failure, and as soon as you’ve done that, get right back out there and try again. Waiting only prolongs bad feelings and increases the chance that you’ll lose your nerve.

Your attitude when facing failure is just as important as the actions you take. Using failure to your advantage requires resilience and mental strength, both hallmarks of emotional intelligence. When you fail, there are three attitudes you want to maintain.

6. Perspective is the most important factor in handling failure.

People who are skilledat rebounding after failure are more likely to blame the failure on something they did–the wrong course of action or a specific oversight–rather than something they are. People who are bad at handling failure tend to blame failure on their laziness, lack of intelligence, or some other personal quality, which implies that they had no control over the situation. That makes them more likely to avoid future risk-taking.

7. Optimism.

Another characteristic of people who bounce back from failure. One British study of 576 serial entrepreneurs found they were much more likely to expect success than entrepreneurs who gave up after their first failure. That sense of optimism is what keeps people from feeling like failure is a permanent condition. Instead, they tend to see each failure as a building block to their ultimate success because of the learning it provides.

8. Persistence.

Optimism is a feeling of positivity; persistence is what you do with it. It’s optimism in action. When everybody else says, “Enough is enough” and decides to quit and go home, persistent people shake off those failures and keep going. Persistent people are special because their optimism never dies. This makes them great at rising from failure.

Bringing It All Together

Failure is a product of your perspective. What one person considers a crushing defeat another sees as a minor setback. The beauty is that you can change how you see failure so that you can use it to better yourself.

How do you handle failure? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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This article originally appeared on Inc.com – to view the original article visit http://eur.pe/1sRwsaq.

Infographic/Ladder vector designed by Freepik
Designed by Freepik
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8 Ways Smart People Use Failure to Their Advantage
A Tale of Two Books: How What I Read Affects How I Lead http://www.pgae.com/ask/a-tale-of-two-books-how-what-i-read-affects-how-i-lead/ Fri, 03 Jun 2016 08:21:40 +0000 Buffer http://www.pgae.com/?p=15633 Buffer's Joel Gascoigne explains how recently reading two key books has changed his company and how his team operate...]]>

“Absorb what is useful. Discard what is not. Add what is uniquely your own.” – Bruce Lee

I’ve felt lucky to learn so much from being an avid reader in the past few years. I’ve come to believe that there is such immense power and knowledge contained within books.

As a natural introvert, I’m a reflective person and love to read books and think about what we could try to apply at Buffer.

In fact, we’re such believers in the power of reading at Buffer that all new team members (and family members) receive a Kindle with unlimited Kindle books (of any type, no questions asked).

Something I have done with books in the past is get about 30 to 40 percent through and get really excited to start implementing things.

I think this might be because with a startup, you often have to get comfortable acting without complete information. For example, when we do customer development we’ll never validate an idea or thought 100%. There’s always a leap we have to take.

But with our reading on leadership, I’ve realized that we could improve this and be a little more grounded in the decisions we make.

Here’s the story of two recent books that have had a big impact on our team, and how Buffer changed with each one based on what we read.

Reinventing Organizations: The book that changed Buffer’s directionReinventing Organizations

One night in late 2014, I stayed up until 4 a.m. reading the book Reinventing Organizations.

It was one of the most exciting books I had ever read, and I couldn’t wait to see how it would impact Buffer.

When I was through with the book, I was so inspired I wrote this letter to the author, Frederic Laloux.

letter to Frederic

(Frederic and I did eventually get an opportunity to chat, and I’m so grateful to him for his time and the incredible book.)

Eventually, Reinventing Organizations would be read by almost all the people within the Buffer team, and transform how the company operated in many ways.

Here’s the note I sent to the team that sent us on a fascinating self-management journey through most of 2015:

letter to team

We made a lot of changes, including dropping all titles, stopping all official coaching and mentorship, and letting each teammate choose the goals and projects they wanted to work on (and what they wanted to pay themselves). On the marketing side, we tried to create a marketing plan without any goals.

Fast forward to present day: We’re grateful for the element of wholeness that Reinventing Organizations brought us and have moved away from its ideas in other ways, bringing back mentorship, goals and metrics.

We interpreted Teal as completely loose: the chaos, the forest. We threw out the ideas of management, skills, leadership, experience. Those are some of the things that we got wrong.

I think it was a great learning experience; it did set us back.

High Output Management: A more balanced approach

high ouput management

By the time I came across the underground business classic High Output Management by former Intel CEO Andy Grove this year, I knew we want to get away from the pattern of reading one book and changing everything as a result.

After I discovered and read High Output Management, I knew I wanted to introduce it to others on the team, but in a different way.

This time, it felt important to share the thought that while there’s lot of great stuff in it, a lot of what it describes is also pretty far from what we want to have. (It was published in 1983, when things were a lot different in the business world!)

As a small but important example, I prefer not to call employees “subordinates” as Grove does—or even employees, for that matter. “Teammates” has been a great fit for us at Buffer.

I didn’t want High Output Management be our next “book” but I did want to take what we could from it.

A tipping point for us in valuing “people management” came from came from High Output Management, as did the idea of “task relevant maturity”—relating how many touchpoints a person needs in a task to their familiarity with the task:

task-relevant-maturity

These are both really useful concepts for us.

Additionally, High Output Management evolved our one-on-ones and accelerated how we think about and plan for leadership at Buffer, which is important.

My experience when I read High Output Management was very different than that of reading Reinventing Organizations

In fact, as I could feel the book moving us further away from elements of self-management I made sure to cue up a Ricardo Semler TED talk on running a company with no rules to make sure to hear the “other side,” too.

My lesson: Be thoughtful in how I embrace new ideas

There’s a certain power in embracing an idea completely and fully giving yourself over to it.

At the same time, I’m finding it increasingly important to apply a lot of critical thinking and hear out an idea from all sides.

This learning reminds me of Jim Collins’ “bullets before cannonballs” blog post, where he advises validating with smaller steps (bullets) first during challenging times, instead of immediately looking for “big solutions, giant leaps, and dramatic success” (cannonballs).

“Wise leaders test idea and assumptions in low risk, low cost way. Try something in a small way and brutally evaluate when it’s over.”

I believe there is still room with our new, more grounded approach to experiment with structuring the team, decision-making, and management processes.

The biggest lesson I’ve learned is to be really thoughtful about how we do this, and to validate ideas to the appropriate level before rolling them out to the whole team. The bigger the company gets, the bigger the impact of each experiment becomes.

I’m excited to keep reading and learning from what others are trying with various management structures. And yet as soon as we start going pretty far in one direction, we want to start getting opposing thoughts.

The good news is, the more we read, the more context we will naturally have.

The 10 books of Buffer (right now)

books

Today we’re reading as widely as we can, trying different things and keeping whatever works.

We’ve taken bits and pieces from countless management books, and we’re growing a bit more confident in our mix-and-match style.

Buffer’s management at the moment is a mix of:

  • The Decision Maker: Most teammates at Buffer have read this fable by Dennis Bakke. It has helped to shape our ideas of complete trust and confidence in each team member to have the right context to make great decisions.
  • Joy at Work: We hope we can retain some of the ideas from Dennis Bakke’s  organization AES, and create management that’s a bit different.
  • High Output Management: The way we view leadership, feedback, and one-on-ones has been heavily influenced by this book by Andy Groves.
  • Reinventing Organizations: The biggest element of this book by Frederic Laloux that we’ve kept is the idea of bringing your “whole self” to work.
  • The Seven-Day Weekend: Changing the Way Work Works: I mentioned Ricardo Semler’s TED talk earlier, and this book is another piece that has helped to shape Buffer. Some of Semler’s ideas are so radical it makes me question everything I think I know about work.
  • Maverick: Another book by Ricardo Semler; this one helped to reinforce our confidence in many of our budding cultural ideas, like the value of transparency, and having trust in teammates to choose their location and work hours.
  • Good to Great: This Jim Collins book helped me to understand how important culture is for building a great, lasting company that has an impact on the world. It helped me to understand that culture can be crafted by choice rather than rather than simply observed.
  • Five Dysfunctions of a Team: I read this book at a key point when we were discovering that we needed to put our values into words to shape the culture of Buffer. The book helped to clarify that through culture, provided we lived it, we could get to the deepest levels of trust with one another and enable much better teamwork within the company.
  • The 7 Habits of Highly Effective People: The Buffer value of ‘Listen first, then listen more’ comes almost directly from Habit 5 of this bestselling classic.
  • How to Win Friends and Influence People: Perhaps the most foundational book of Buffer. We have based a large number of the values within the Buffer culture directly on the principles Dale Carnegie proposes here.

I’m personally inspired by all of these books and lots more.

There’s no one-size-fits-all book for building a company—any company.

I’m sure in the future I’ll discover many new books and ideas that make me want to change everything.

I hope I can remember the lessons I’ve reflected on here and make a balanced decision.

What about you—how do achieve balance when you’ve discovered a new idea or solution? What keeps you from going too far in any one direction?

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Written by Joel Gascoigne (@joelgascoigne)

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A Tale of Two Books: How What I Read Affects How I Lead
Creating a Coaching Climate http://www.pgae.com/ask/creating-a-coaching-climate/ Fri, 06 May 2016 08:51:04 +0000 Coaching4Careers http://www.pgae.com/?p=11600 The dream environment of many an organisation is one where managers and employees are able to communicate consistently and openly...]]>

The dream environment of many an organisation is one where managers and employees are able to communicate consistently and openly around their personal, professional and organisational performance and development. And there’s good reason for that aspiration: research shows it can make a significant difference to an organisation’s development and long-term performance.

This might seem like something of a utopian scenario, but with an effective, well-structured coaching programme in place, that level of communication can become embedded within the very fabric of your organisation. Establishing the right coaching climate for that programme to flourish, however, is far from straightforward and requires time, effort and involvement at all levels of the organisation. Here are three steps to help you along the way:

1. Seek top-level commitment

The first step towards a consistent coaching climate is to identify one or more senior leaders to be the flag-bearers for your approach. As well as being someone others point to as an example of a great coach and inspiration to their team, these individuals should be acting in a way that gives the right message about coaching across the organisation; they should be people who will spread the word and commit to tackling any barriers or opposition that could arise along the way.

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2. Spread the skill

With the right role models in place, there need to be measures in place to allow enthusiasm and understanding of coaching to filter through the organisation. This means making training opportunities readily available across all levels while actively encouraging employees to engage with your approach. Don’t assume this will happen automatically: managers need skilling up in order to deliver effective coaching conversations to their teams who will in turn require training in order to receive their full benefit.

3. Stop and take stock

Once integrated, it’s important to revisit your coaching climate at regular intervals. Like any new policy or strategy, it requires regular attention to see what’s going well and where things could be working better. Think of it as a garden, one that requires regular watering and upkeep in order for the plants within it to grow and flourish.

When it comes to introducing a coaching climate to your organisation there really is no quick fix. Interest and engagement in coaching need to be cultured throughout the organisation along with an understanding of how to deliver and receive it. Rest assured: with the right building blocks in place, there’s every chance of success.


This content appears courtesy of Abintegro, experts in career management, transition technology & e-learning for today’s modern, mobile and technology-savvy workforce – Find out more at www.abintegro.com

Credit: www.abintegro.com

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Creating a Coaching Climate
4 Ways to Measure Your Leadership Skills http://www.pgae.com/ask/4-ways-to-measure-your-leadership-skills/ Mon, 02 May 2016 20:01:24 +0000 Inc.com http://www.pgae.com/?p=8472 It doesn't matter what sort of personality you have. What matters is that you do these four things--really well. Can leadership qualities be measured?]]>

MINDA ZETLIN is a business technology writer and speaker, co-author of “The Geek Gap,” and president of the American Society of Journalists and Authors.

@MindaZetlin


It doesn’t matter what sort of personality you have. What matters is that you do these four things–really well.

Can leadership qualities be measured? It turns out the answer is yes. Robert Mann, author of “The Measure of a Leader,” has spent the last 43 years developing leadership appraisal tools. Originally created to help the Ontario school system to train principals, his methods can help any leader identify weaknesses and strengths.

When he started his research, Mann says, he expected to identify personality traits of good leaders. It turned out, leaders’ personalities vary widely but, he says, whatever their persona, there are specific behaviors that will make a leader effective. The good news is that you can learn these behaviors, or help an employee with leadership ambitions learn them:

1.     Good leaders have a mission and inspire others to join them.

“What is the organization’s purpose?” Mann asks. “You must be able to understand that and communicate it to a group of people such that they will commit themselves to it. And you have to have a strategy for them  for them to follow to achieve that mission.”

2.     Good leaders create strong organisations.

“The leader has to have a good grasp of what the company is organized to do,” he says. “What’s the most efficient way of producing what it’s organized for?” This is important because the leader needs to understand and manage not only the mission but also the structure of the organization, with sub-leaders who are also important to the company achieving its goals.

3.     Good leaders have strong interpersonal skills.

“Interpersonal behavior will very strongly affect how people feel about the organization’s goals, and whether working toward those goals is worthwhile,” Mann says.

4.     Good leaders are good motivators.

But that doesn’t necessarily mean everyone loves them. “Some leaders rely on the exercise of power–coersion–to motivate employees,” Mann says. A second way to motivate is by the exercise of authority granted to a leader who’s proved superior ability or skill or commitment. “A third way to motivate is with charisma, so that people are drawn to the leader.”

Most good leaders use all three forms of motivation, he adds. “But there’s usually one that dominates. The interesting thing is it doesn’t seem to matter which.” Different situations call for different forms of motivation, he says. “You have to adapt your performance to the culture of your organization.”

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4 Ways to Measure Your Leadership Skills
How Valuable Are YOU? – The PGA Professional as an Asset http://www.pgae.com/ask/how-valuable-are-you/ Mon, 01 Feb 2016 16:48:24 +0000 Tony Clark http://www.pgae.com/?p=10400 The PGA Professional is undoubtedly an incredibly valuable asset to a facility, business, and arguably most importantly, to the end-user – the golfer. But in s]]>

The PGA Professional is undoubtedly an incredibly valuable asset to a facility, business, and arguably most importantly, to the end-user – the golfer.  But in some cases this value is not communicated appropriately, is not accepted, or is not enough to secure the PGA Pro in their position.

Here Tony Clark, CEO of Clark Management Group, begins a series of articles that look at the changing face of the PGA Professional and explains how you can transform the business the PGA Professional is at the heart of.

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With contracts being revised, roles being reviewed, retainers being reduced and removed, benefits being eroded and competition increasing, it’s never been more important for a PGA Professional to demonstrate value to their Club, its Members and Clients.

You’re probably one of the biggest figures on the balance sheet so when the financial controller or committee review the accounts do they see you as an asset or a liability?  This is extremely important.

So how can you become that “all-important asset”?  Over the next six editions I will be sharing with you not only HOW but WHY it’s imperative that PGA Professionals have an action plan to safeguard their future.

Firstly you need to appreciate what you have.

It’s important that you review what it is you’re grateful for from both a personal and commercial perspective.

Take stock of your personal life

Write down what it is you cherish.  Family?  Health?  Lifestyle?  We all get absorbed into the negative and consumed with day-to-day issues but when you focus on the positives, good things happen.  Look at what you have and plan to make it even better.

Review your current business status, both financial and non-financial

Many PGA Professionals operate a retail business from a fully expensed club store; a luxury not available to on-line retailers or multiple golf store retailers.  You immediately have an edge.

Most Club Professionals have a ready-made client base of between 200 and 600 golfing members with the opportunity to coach non-members.  Unlimited range balls and a free practice facility coupled with free parking for employees and clients add up to a significant remuneration package.

The job keeps you physically and mentally active, often in the fresh air, with regular interaction with colleagues and the public.

Add to this the fact that many Professionals receive subsidised or free meals.  This is a GREAT job.

Don’t miss the next six editions of IGPN as I help you turn a GREAT job into an even better LIFE!

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How Valuable Are YOU? – The PGA Professional as an Asset
Futurist For a Day – Preparing for Change By Thinking Ahead http://www.pgae.com/ask/futurist-for-a-day-preparing-for-change-by-thinking-ahead/ Tue, 19 Jan 2016 10:08:21 +0000 Ian Randell http://www.pgae.com/?p=13988 The first IGPN of the year is always a good opportunity to reflect on our Annual Congress, Gala Award winners, and International Team Championship, but also a c]]>

The first IGPN of the year is always a good opportunity to reflect on our Annual Congress, Gala Award winners, and International Team Championship, but also a chance to look ahead at the coming year.

During the Congress in December we took time to look back on the first 25 years of the PGAs of Europe as part of the anniversary celebrations, but we also took a prospective look forward.

So much has changed about the golfing landscape in the past 25 years – the Association has increased its membership from 13 countries to 37, in that time showing how golf has continued to spread across the continent – and so much has changed in the wider world as well. Think about the introduction of the Internet, email, social media, the ever-changing political situations across the planet, technological advancements around the world and more.

Futurists spend their time using what we know and where we have come from to work out where we might go next. So using some of the growth predictions and trends futurists have come up with, we put together our thoughts based on facts such as:

  • By 2028 62% of the global population will live in cities
  • Wearable technology will be controlled by thought and many jobs will be replaced by artificial intelligence
  • In 2028 1 in 3 people will live beyond 100 years of age

Using just this tiny handful of statements we considered what effect they might have on the PGAs of Europe, its member PGAs and golf in general – after some thought and discussion even these few things would be game-changing.

And like any good futurist would do we posed some questions:

  • How would golf cope with such a high percentage of its players living in heavily populated areas? What facilities would need to exist? What would the effect be on existing facilities? (We also speculated that these could perhaps be solved in part by projects such as France’s 2018 short courses or through new forms of urban golf facilities)?
  • How can golf be prepared for advancements in technology and communications, and how can it be ready to embrace new technologies as and when they come along?
  • Golf is a sport for life and as such is an aging population a great opportunity for golf to grow? And how can the PGA Professional and golf in general take advantage of this?

Of course foretelling the future is not always that accurate but speculating with educated guesses is never a bad thing. Take the upcoming golf season and 2016’s Majors – how will golf’s new big-three of Rory, Jordan and Jason follow up on their successes of last season.

Much like the European Ryder Cup Team too then… A glance at each week’s leaderboard on the European Tour reveals so many candidates for Darren Clarke’s team it could drive you mad trying to pinpoint a team any time soon – especially with the likes of some exciting young Europeans like Danny Willett, Matthew Fitzpatrick, Bernd Wiesberger, Andy Sullivan, Thomas Pieters to name but a few – which could result in the team looking very different to how it did at Gleneagles. The PGAs of Europe office has selected our picks for the team so we’ll reveal how close any of us were later in the year.

From all of us at the PGAs of Europe, best wishes for a happy and successful 2016!

This article originally featured in International Golf Pro News. Visit the IGPN Page to find out more and subscribe for free.

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Futurist For a Day – Preparing for Change By Thinking Ahead
Leadership: How to Get From Good to Great http://www.pgae.com/ask/leadership-how-to-get-from-good-to-great/ Tue, 08 Dec 2015 12:51:59 +0000 Inc.com http://www.pgae.com/?p=9129 Focus on a few core components of leadership and you can take your company to new heights. Company leaders always want to motivate, inspire, and support their]]>

PETER ECONOMY Is the best-selling author of Managing For Dummies, The Management Bible, Leading Through Uncertainty, and more than 60 other books. He has also served as associate editor for Leader to Leader for more than 10 years.

@bizzwriter


Focus on a few core components of leadership and you can take your company to new heights.

Company leaders always want to motivate, inspire, and support their people to the absolute fullest.  But most go to bed at night suspecting that they’re coming up a little short.  Maybe more than a little.  Take heart: You can become a truly great leader.  All it takes is:

Perspiration

Great leadership requires effort – lots of effort. And much of that effort revolves around learning: about your people, your operations, your industry, and yourself.  Be relentless in your pursuit of knowledge about everything – and everyone – In your business ecosystem.

Vision

Develop a clear vision for what your business is all about, and don’t lose faith in it.  Know in your heart that you and your team can accomplish anything you set out to accomplish if you work together and believe in one another.  You will undoubtedly encounter setbacks, but don’t be deterred.  Learn from failure and remain confident.

Communication

Great leaders communicate sincerely, often, and in many different ways to everyone in their organisations.  They inform, provide feedback, and motivate – Intelligently and honestly.  Connect with all your people and cultivate multiple channels for two-way.  When you hear your own words and messages repeated back to you from your employees, or when your employees talk among themselves using your words to describe your vision and goals, then you know you’re making an impact.

The 2014 Ryder Cup

Collaboration

Form teams and groups that are constituted for maximum effectiveness.  Recognise that in order to do their very best work most employees need consistent support and input from co-workers, peers, and managers.  When you create this kind of environment, you’ll see an immediate impact on productivity and effectiveness – as well as morale.

Decisiveness

Highly effective leaders are decisive when called upon to make tough calls quickly and confidently.  Take a moment to assess a difficult situation and then calmly and rationally consider your options.  As soon as you have the information you need to make an informed decision, make it.  Don’t let fear of being wrong prevent you from making what you know is the right call.

Integrity

Study after study finds that the No. 1 quality that employees want leaders to possess is integrity.  Always be candid, forthright, honest, and fair.  Treat your people as you want to be treated.  Your employees will respect you and respond in kind.

Inspiration

When times are tough, be the person that people look to for inspiration.  Don’t just talk, act.  Reassure your employees and help them overcome their own doubts and anxieties.  Model the kind of positive behaviour you want to see in them.

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Leadership: How to Get From Good to Great